JCB is a British manufacture of equipment for construction, demolition and agriculture with headquarters in Rocester. JCB is the world's third-largest construction equipment manufacturer and produces over 300 types of machines, including diggers, excavators, tractors and diesel engines. It has 18 factories across Asia, Europe, North America, and South America; its products are sold in over 150 countries.
The firm was founded in 1945 by Joseph Cyril Bamford, after whom it is named. In the UK 'JCB' is often used colloquially as a generic description for mechanical diggers and excavators and now appears in the Oxford English Dictionary, although it is still held as a trademark.
IT leader: Tim Coles, Group Head of IT.
In role since: October 2005.
Reporting line: Chief Innovation and Growth Officer.
How often does the CIO meet with the CEO: Weekly.
Board level seat: No.
IT budget: Circa £30 million.
IT estate and or number of log on accounts under the control of the IT leader: 5,800 user accounts.
Level of the workforce that relies on technology to carry out their tasks: 50%.
IT staff currently employed: 130.
Split between in-house/outsourced staff: 98% internal.
IT management team and reporting structure: Six direct reports: SAP Programme Manager, PLM Programme Manager, Group IT Development Manager, Group IT Operations Manager, Information Security Officer, Systems and Solution Architect, and 16 Global IT managers.
Primary technology platforms at the organisation: ERP and PLM.
Primary technology suppliers: SAP, Siemens PLM, HP, BT, NetApps.
Significant strategic technology deals struck in the last 12 months: Global replacement of our WAN with BT.
Percentage of your applications/infrastructure run from the cloud: Less than 2%.
Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: PLM/CAD Upgrade, together with a Engineering Efficiency Programme, allowing the engineer's to focus on innovation.
Did the above project reach its cost, timing and transformation objective: Yes.
Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: I am currently leading the Master Data Management and Enterprise Business Process Management programmes for JCB. These programmes are going to transform the way JCB author, maintain and deliver information for both internal and external use.
Strategic aim of the CIO and IT operation for the next financial year: To drive efficiency and innovation throughout the JCB World.
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 a lot of closely guarded initiatives in motion at present...
Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: All IT falls under the control of the IT department. We are trying BYOD in small areas of the business, but a lot of our user base require very powerful equipment, and the vast majority of our users prefer to use JCB equipment.
Technologies being considered to enable transformation: We are engaging heavily with SAP and Siemens to enable transformation. However, our transformation programmes are not lead by technologies, more by innovation and driving efficiencies throughout the business.
Transformational inspiration sources: We have created a new team in JCB this year, called the Innovation and Growth team, which IT now reports into. This team constantly review the market for new ideas. However, we have some very talented individuals within the company, and most of our innovation is grown from within.