Cable & Wireless Worldwide has a long heritage in the UK and global telecommunications sector. The London Stock Exchange listed company heralds from connecting the British Empire and became Cable & Wireless in 1934, in the 1980s via its Mercury Communications brand it became the UK’s first alternative to BT and today the Bracknell based firm provides hosted cloud, data, IP and voice services to major corporations and government departments.
IT Leader: Richard Wilson, IT director
In role since: been with the company for six years has had current role for two years. Has had previous roles within the company in strategy and business development and commercial and operations. Reporting line: Reports to the CTO Nigel Hall
Board level seat: No
IT budget: One per cent of revenues
IT estate and or number of log on accounts under the control of the IT leader: 8,000 log in accounts
Level of the workforce that relies on technology to carry out their tasks: 100 per cent of workforce use IT
IT staff currently employed: Approximately 600
Split between in-house/outsourced staff: In house is 350 staff, outsourced 250
IT management team and reporting structure: Head of IT service, head of infrastructure, head of applications, head of IT government, head of IT transformation manager, head of desktop and a head of commercial IT manager.
Primary technology platforms at the organisation: BMC tools to run customer facing services and service insurance processes, AMDOCS Clarify for processing, SAP runs core enterprises, IBM NETCOLL runs main alarm management
Primary technology suppliers: HP, IBM, AMDOCS, Salesforce.com, SAP, BMC, CISCO, Alcatel-Lucent
Significant strategic technology deals been struck in the last 12 months: Extension to HP manage service for five years, entered into new enterprise agreement with Microsoft
Strategic aim of the CIO and IT operations for the next financial year: Transforming the IT and service delivery models for efficiency. Attempting to drive colleague productivity by enabling collaboration tools to work more efficiently by expanding video conferencing and to increase worker mobility. Video conferencing usages was up 36 per cent as of last year and has made savings over travel and employee expenses as a result.
Lots of customers are CIO’s so they try to make the best of their products, including video conferencing by test driving them and using them within their own organisation. They have a section of pilot programmers who are responsible for this.
Technologies considered by the leader to offer their organisation potential: Using Cable & Wireless Worldwide version of cloud service called Flexible Computing. Uses cloud as a ‘private environment technology’.
Future transformation and technology vision for the organisation: In the future the key challenges is enabling colleague productivity mainly through video conferencing which will save time and money as staff will have to travel less for example. Also implementing cultural transformation methods of technology including social media to improve communication methods across departments.
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