Intelligent CIO Europe Issue 10 - Page 102

GET TO KNOW and I didn’t really question them or the alternatives enough, a way of saying I would have taken some bigger risks. What are the region-specific challenges when implementing new technologies in Europe? What do you currently identify as the major areas of investment in your industry? Preparing ourselves for what we have today and for what’s in the future. So, my list of priorities includes helping the company’s global sales force improve processes and systems; executing on plans for its data and analytics governance programme, as well as the cybersecurity programme; and realising the benefits of open hybrid cloud using Red Hat’s own technologies. Security is something every company should be focused on. The old ways of doing IT and cybersecurity are reaching their expiration point. And at its base, it’s because businesses are changing how they are working. Traditional IT security was focused on fortifying, maintaining and policing, but the old data centre perimeter is dissolving and security can’t keep up. Digital Transformation demands a change in security programmes, that’s where I and other CIOs will be focused; finding continuous, integrated and flexible security options for a more digital world. How do you deal with stress and unwind outside of the office? Europe has established a global precedent on privacy with GDPR. So, we must make sure everything we do globally meets those standards. I believe the rest of the world benefits from the leadership that Europe has asserted on this topic. What changes to your job role have you seen in the last year and how do you see these developing in the next 12 months? For so long the CIO role has been about control and efficiency and while those remain table stakes to the job, the role has really shifted to growth and innovation. In many companies for a very long time, the highest levels of the company have said IT is not our core competency, so we want this function to be highly reliable at the lowest cost possible. Now, every company is a technology company, so success is paying homage to the past by providing high-reliability and optimising cost but also utilising technology to differentiate. So, the CIO’s role has changed to enabling that type of environment and still taking care of the classic ways IT is known. Executives who have been through these cycles are looking around the table and asking, ‘Who’s going “ IT’S ABOUT FEELING ATTRACTED AND CONTRIBUTING TO THE MISSION, THAT’S OUR BIGGEST RETENTION STRATEGY. to lead this?’ This is the opportunity that every CIO has right now. If you want it, it’s yours for the taking. It’s your time to step up, lead and demonstrate all the things we’ve been complaining about not being able to ȁͼQ́չ)́ɕЁȁ̵ͥ %=́Ѽ)Ʌє܁́є)ѡ́хݽɱ)]Ё٥ݽձԁ)ͽ䁅ɥѼх ٕ)ͥѥȁ)$ݽձͅѼɅ䁄յ)ȁͽєаѥ)ɕձ́ѥ́ȁѡ̸͕ٕ)Qѕ́ݥѠȁɅѥ)́ݡӊéЁɕѼݡӊe)ܸɅєѡЁԁٔͽє)ȁéɕ)ͥ́́)٥ͥݡɔЁ)'eٔѥѥٔݥȁ䁕ѥɔ)ͼȁ$չݥ܁ɱ䁵ɹ)ȁݕQɗéѡѥ)ЀɐȀ)ѕ̸$ͼɕ䁕䁵չх)չє՝Ѽٔѡͅ)չݡɔѡЁٕ݅́ѕ)%ԁձ)ɕȁͥݡЁݽձЁ)ɱ䁥䁍ɕȁ$ͽ́ѡ)ݕɔaͅdȃaѡ͕ɽєѼՍϊd()%9Q11%9Q %<)ܹѕэ