The CIO 100 is compiled each year to reveal the most transformative CIOs in the
UK business economy. CIOs that are driving business change, process improvement,
enabling greater collaboration and innovating in new market opportunities join this
exclusive group each year. The technology strategies of the CIOs and their achievements
and ambitions towards transformation are judged in comparison to their IT sourcing
strategies and vendor influence. The CIOs with the most transformative vision are
also judged on their place within the business; and whether they put technology
into the board level position and discussion.
Colt is a multinational telecommunications, IT-managed services and data centre services company headquartered in London, United Kingdom and with its registered office in Luxembourg.
Colt provides services to city-based large enterprise, small and midsize business and wholesale carriers in 22 countries across Europe. It is listed on the London Stock Exchange and is a constituent of the FTSE 250 Index.
IT leader: Mark Leonard, Executive Vice President Infrastructure Services.
In role since: Been with Colt since February 2008.
Reporting line: CEO.
Board level seat: Executive Committee.
IT budget: 2-3% of turnover.
IT estate and or number of log on accounts under the control of the IT leader: 5,200 users.
Level of the workforce that relies on technology to carry out their tasks: 100%.
Primary technology platforms at the organisation: CRM, Order Management, Billing.
Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: There is a lot of price pressure on the networks, so I have to drive a massive step change in space. In 2011 I was given responsibility for all the delivery and architecture and the real benefit that we have seen is bringing the IT skills and capabilities with software processes with ITIL to the network world. That gives us some competitive advantage.
So now we have one change control across the organisation, no matter what it is.
Strategic aim of the CIO and IT operation for the next financial year: To continue to make the workforce more productive and match the experience of the consumer space, so for example we already offer a corporate DropBox.
We also have a transformation programme around the CRM and Order Management that are key foundations from an IT perspective to enable better automation and faster transactional services to our customers.
Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation: We have seen a Use Your Own Phenomena and the users are not asking the organisation to support it. That has been transformational in a way that our users are relating to IT. We have seen a maturity in self service.
Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: We enabled iPads and desktop video conferencing over the VPN and there was a big take up. We have also run a pilot where we built a video conferencing bridge that allows you to video conference to other companies so you are incorporating external partners and this has had huge take up. It also means it has cut the travel budget by 25%.
Technologies being considered to enable transformation: Platform as a Service, apps that are native in the cloud.
Transformational inspiration sources: Understanding the consumer market as technology adoption is faster.
Most CIOs interact with finance but not with marketing, Forrester says
CIOs and IT managers must engage with customer-facing lines of business such as sales and marketing in a bid to avoid the emergence of shadow IT, IT director at international law firm Taylor Wessing has urged.
Colt business technology leader Mark Leonard explains how they have cut their travel budget and improved communications
When you have thousands of staff distributed across several geographies, all needing to align regularly and collaborate according to project needs, you not only have a logistics nightmare, you have budgetary and environmental issues.