GE has eight business units and all eight have a presence in the UK, for two of them, the UK is the global headquarters. The business splits into Capital, Aviation, Healthcare, Home and Business; Oil and Gas; Power and Water, Energy Management and Transportation.
IT leader: Neil Dyke, Corporate Chief Information Officer - EMEA.
In role since: 2002.
Reporting line: A solid line to the global CTO of GE.
Board level seat: Yes.
IT budget: 2.5% of GE’s turnover.
IT estate and or number of log on accounts under the control of the IT leader: 100,000 end users.
Level of the workforce that relies on technology to carry out their tasks: 100%.
IT staff currently employed: 120. We are a virtual organisation and there are people who have made the step up from regional roles to a global role - with a team split across 26 countries.
Split between in-house/outsourced staff: 70% of the IT provision Dyke is responsible for is outsourced.
IT management team and reporting structure: 15 direct reports.
Primary technology suppliers: It is Dyke’s policy not to discuss the vendors he uses.
Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: The big challenge is how we keep up with the emerging markets. In Africa the challenge is the use and availability of technology. Their use of mobility is far more innovative sop we have to think very different about how we do things.
Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: My primary responsibility is to provide shared services across all the EMEA businesses, sometimes as a provider and sometimes as the negotiator with a vendor.
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: BYOD is kind of enabled and we can control the devices and the employees sign up to that. We are also providing more PC choice so that there are more devices available, I now have a Mac, this follows the typical feedback of 'I have a better computer at home than I have in the office'.
Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: Shadow IT is not much of a problem for us and mobility is a case of “please do”.
Technologies being considered to enable transformation: There is a huge recognition that can IT enables the business, so the penetration of IT is 100% and we are investing in collaboration at the moment to improve video and document sharing. There is not any part of the business that is not investing in IT for productivity improvements.
Transformational inspiration sources: I talk to multiple vendors every week and with 30 years of experience I have a good idea what is good idea. But also, GE has a lot of fantastic leaders and I get a lot from them.