Jaguar Land Rover is a British multinational automotive company with its headquarters in Whitley, Coventry. Since 2008 JLR has been a subsidiary of Tata Motors, when the Indian car manufacturer acquired JLR from Ford.

In 2013 JLR sold a record 425,006 vehicles as demand for luxury cars increased in all major markets, including China, North America and Europe. This was an increase on the 375,000 sold the previous year, of which less than 60,000 for Jaguars with Land Rovers accounting for the bulk of the sales.

Last year the judging panel was impressed with the innovation that CIO Jeremy Vincent was able to drive through at the car manufacturer. Since last year's CIO 100, Vincent has taken on more responsibility as CIO and President of India Operations, and was commended by Mike Altendorf for "executing a very good upgrade plan" at JLR.

When did you start your current role?
July 2008

Have you completed an MBA?

Order the following sources of advice/information by value to you:
1. Peer group
2. Consultant
3. In-house
4. Analyst
5. Vendors

Technology strategy and spending

What is the major transformational IT project that has been recently completed, or is underway at your organisation?
There are 3 running concurrently. iPLM aims to automate much of our vehicle desihn and engineering activity around a single data backbone allowing seamless integration of vehicle data across the engineering teams. This is enabled by DAssault Systeme Technologies. Our OEM operations are being streamlined around a common set of business processes and business data definitions by TURBO - enabled by SAP. Our Global Sales Operations down to our dealerships is being streamlined similarly by a common global business template also enabled by SAP. Together these three transformational prpgrammes will give us the scale we need to continue our growth globally.

What impact will it/does it have on the organisation?
We will be more real-time, more efficient with fewer exceptions, more productive as more time spent managing the business rather than admin and management of exceptions. We will also know in real time what is happening with our business worldwide in every region in which we operate.
What new strategic technology deals has your organisation struck and with whom?
Dassault Systeme Technology, SAP Technology, TCS Outsourcing, IBM Hosting and Virtualisation

Name your strategic technology suppliers?
DS, SAP, TCS, IBM, Microsoft, Google to name a few

What is the IT budget?
Zero BAse (pure lights on) - £130m. Tactical / Discretionary £50m; Strategic £130-150m per annum on average through our business plan (5 years into future)

If you can’t tell us the IT budget, how much is the IT operational spend compared to the revenue or company turnover as a percentage?
Zero BAse is about 0.8% of Revenue and Total about 1.9%. (FY 13/14)

What is the strategic aim of the CIO and IT operations for the next financial year?
Complete iPLM, TURBO & eSMART according to plan. Continue to drive organisation change in IT function; drive SLA improvement with new Global Outsourcing partner TCS; Continue to support our growth globally (Manufacturing in China, Brazil etc.).

Transformation achievements

Would you describe the CIO role as a transformation leader in your organisation?
I would though it is a challenge to position IT and IT leadership as a business transformational leader and this challenge depends too on inherited attitudes & knowledge towards IT
Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?

TURBO (SAP) drives process harmonisation across our business - integrating hitherto islands of data & technology. It drives business data harmonisation and enables the real-time movement of business information across our business. Coupled to SAP BI and our BUsiness Analytics Platform (Project BOLLYWOOD) we are putting valuable insight into the hands of our business decision makers. eSMART is doing the same for our Sales & Dealer Operations;

This allows our technologies to support a much higher volume of business and gives us the global. real-time scalability we need.

It is also driving a much lower IT operating cost as we continuously reduce the number of different applications running on different technologies. All our IT KPIs : IT cost per vehicle; IT cost per employe etc. are falling.

What key technologies are being considered to enable transformation?
As above plus mobile, cloud and virtualisation technlogies

What percentage of your applications / infrastructure is run from the Cloud?
Our global mil, calendar and document solutions are run from the cloud - true cloud (Google). And we have other various cloud solutions too for HR performance management, purchasing etc.

How is the use by employees of their own technology, use of mobiles and social networking impacting operations, customer experiences or the organisation at present?
We still have some shadow IT and this continues but it is relatively small and poses no major problems. We do allow employees to use their own mobile devices if they wish for mail. calendar etc. and beacause of Google is a very secure and easy thing to allow.

We are also investigating a full BYOD strategy at the moment.

Do you have a plan in place for how to deal with shadow IT and BYOD. How do you influence and engage executives, place the right controls around employee choice and engage with the organisation on this issue?
Demand for BYOD is there and growing. Technically we can do it but  employee contracts; liabilities; supportability are not fully defined yet. Shadow IT will take care of itself as we now move to a greater degree of corporate ownership of IT solutions across the organisation.

Where do you seek transformational inspiration from?
By thinking; by empathising; by continually asking what would I like to see - how would I like things to be if I were a CEO, a COO etc.

The CIO role in the business

Who do you report to?

Do you have a seat on the board?

How often do you meet with the CEO?
Formally for 1-on-1 monthly but weekly in other forums.

Does your organisation have a digital leader and what is the difference in their responsibilities to yours?
Yes - difference is a much narrower scope and focussed on digital experience for the consumer/customer.

What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?
99% CIO - 1% Digital peer.

The IT department

How many staff make up the IT team?(What is the split between in-house/outsourced staff)
220 perm employees in ZERO BASE. All commodity IT is outsourced (DCs, Networks, LAN,WAN, HD, Service Mgt, App MAnagement etc.) - We manage these services by service levels ad not by headcount.

Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
BRD - Bus. Rel. Director (40+ head) ; CTO (30 head); PPD - Project & Portfolio Director (90 head). SDD - Service Delivery Director (40 head).  Plus regional IT directors (x6).

And how many log-in accounts do you issue across you organisation?
30,000 (approx) internally - 100,000 in total including external partners (engineering companies, supplier companies & dealers)

What is the primary technology platform? ( for example ERP, Website, trading system)