Severn Trent Water supplies water to over four million homes and eight million customers, making it the largest water company in the UK. Severn Trent has around 5,200 employees located around the UK. Severn Trent Water is moving into renewable energy production operating hydro turbines, wind turbines and heat and power engines which harness energy from crops.
Myron Hrycyk previously held a CIO role at NYK logistics and IT director positions at Unipart and Hodder Headline. Since starting work with Severn Trent, Hrycyk has also implemented a new infrastructure and SAP platform and introduced new workforce management technology into the organisation. ClickSoftware workforce management technology has helped to reduce the amount of customer complaints with quicker times for call outs and to fix repairs.
Myron remains a top 20 CIO for his strong relationship with the board and the organisation’s ambitions. Richard Sykes referred to him as a “serial good CIO for organisations that need an SAP implementation and process reorganisation”. Ade McCormack and Mike Altendorf agreed that within the CIO community he is the “turbo charged” SAP implementation expert and “where you go as an organisation when you need a CIO to sort out SAP”.
The next year or so look set to be exciting challenges for the former Unipart CIO. Ade McCormack was impressed with Myron's role in improving processes and Richard Sykes thinks that as the organisation challenges its sector further the CIO will remain crucial.
IT leader: Myron Hrycyk, CIO & CPO.
In role since: April 2008.
Reporting line: CEO.
How often does the CIO meet with the CEO: Informally most days, twice a month at the executive meeting, once a month in a formal one to one.
Board level seat: Yes.
IT budget: £50 million per annum.
IT estate and or number of log on accounts under the control of the IT leader: 10,000 users.
IT staff currently employed: 300.
Split between in-house/outsourced staff: 70% in-house, 30% outsourced.
IT management team and reporting structure: Eight direct reports.
Primary technology platforms at the organisation: ERP, Escada, Virtual Desktop.
Primary technology suppliers: SAP, HP, Microsoft, Oracle, O2, Click (scheduling software) Dell, IBM.
Significant strategic technology deals struck in the last 12 months: Microsoft EA.
Percentage of your applications/infrastructure run from the cloud: 2%.
Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: A total re-engineering of our technology platform:
- Desktop Virtualisation across the whole organisation driving collaboration, mobility and greater operational efficiency.
- A large process footprint SAP ERP – driving end to end process organisation of the business, greater efficiency, quality and rigour of outputs.
- Mobile technology for the operational workforce with access to ERP and desktop functions driving improved customer service and responsiveness.
- Escada implementation to provide messages from the 1,000’s kilometres of water and waste infrastructure to both reactively and proactively manage our network to deliver better customer service.
Did the above project reach its cost, timing and transformation objective: The programme contained many components but was delivered overall to cost and timescale.
Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: Accountable executive for our Safer Better Faster programme which is the development, deployment and use of Toyota Way tools and techniques e.g. visual management, Continuous Improvement approaches, problem solving techniques, process mapping and lean thinking. Safer Better faster is the “way we work” at Severn Trent had enables our workforce to constantly improve our processes and customer service.
Strategic aim of the CIO and IT operation for the next financial year: Optimise the technology and processes recently deployed to deliver great customer service.
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 good control over people connecting their own devices to our corporate technology.
Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: We have piloted a BYOD approach that has been successful. We are now working on planning a wider rollout.
Technologies being considered to enable transformation: Unified Communications, further mobility solutions, video conference.
Transformational inspiration sources: Consumerised technology, use of technology in other sectors, discussions with peers, innovation sessions with our strategic third party technology providers.