Oxford Instruments is a manufacturing and research company that designs and manufactures tools and systems for industry and research, with its headquarters in Abingdon, Oxfordshire. Its new CIO, Shaun Mundy, is a former CIO at engineering firm Buro Happold, and was a keynote speaker at the 2012 CIO Summit.

Mundy is a champion of Kanban lean methods, and at the end of last year attended a Modern Management Methods conference run by the Lean Kanban University and wrote an article for CIO UK on how software development methods translate to improving business processes.

When did you start your current role?
November 2013

Have you completed an MBA?
Yes

Order the following sources of advice/information by value to you:
1. In-house
2. Consultant
3. Peer group
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?
Connect - an ERP programme to consolidate overhead processes and create efficiency in our client delivery across the organisation. This project has now adopted an Agile delivery approach since my arrival with immediate impact.

What impact will it/does it have on the organisation?
It aims to touch all corners of the organisation, as well as providing the base system for an integrated Digital strategy that is being pulled together. We aim to couple this with a strong Lean ethic to ensure that many of our processes will become customer focused and flexible as well as standardised.

What new strategic technology deals has your organisation struck and with whom?
Infor is the most recent significant deal to implement their Syteline ERP system
Likely targets for 2014/2015 which include cloud as a strong potential:
1. CRM
2. Social implementation (specific targets agreed with the business as part of a new Digital strategy developed during the first 3 months in role)
3. Systems Management
4. Backup Consolidation
On premise targets
5. Syteline – first migrations
6. MDM – to manage our new standard smartphones and any BYOD
7. Security – firewall standardisation as part of the FTSE350 cybersecurity response

Name your strategic technology suppliers?
Microsoft, Infor, Polycom, IBM, Dell

What is the IT budget?
Approx £5 million

What is the strategic aim of the CIO and IT operations for the next financial year?
To work in three core areas:
1) IT operations: to integrate our operations, improve service and drive an increase in maturity
2) Business operations: delivery of the ERP and initial deployments to achieve ROI
3) Digital: to evolve the strategy and delivery first elements as agreed with the business
Additionally, IT is striving to make integration a core competence of the department to reflect the acquisitive nature of the organisation.

Transformation achievements

Would you describe the CIO role as a transformation leader in your organisation?
The CIO role is a new one to Oxford Instruments - and I have a specific brief to both modernise IT and to develop transformational IT in partnership with the management board through applicable IT trends.

Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
In the first 3 months, the key change has been to drive a step change in delivery on our ERP Connect project using Agile.

Beyond technology, can you describe a business transformation programme that you own or contribute to?
The overall Lean programme will involve me, as it is proposed that I deliver the Agile piece to our global resources that produce customer facing code, and also provide the integration point to the ERP programme.

What key technologies are being considered to enable transformation?
Social: Infor ming.le, Yammer
Collaboration: Lync / Google Hangouts
Cloud: Systems Management, Email, Social, Company Integration, Sharepoint, Collaboration
Digital Integration
eCommerce: Syteline and Kentico

What percentage of your applications / infrastructure is run from the Cloud?
One live CRM system (Dynamics – now upgraded to 2013), Office365 trials, Service Desk, Backup

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 have users applying BYOD in the smartphone space for which we have a plan to take greater control, however the emerging digital strategy includes a specific target of the social piece to truly connect our global service force.

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?
A plan yes, which is initiating during the next quarter. Executives are clearly engaged through the FTSE350 security focus, which has already provided a platform for discussion.

Where do you seek transformational inspiration from?
Internal staff who innovate to achieve - through IT, Shadow IT and elsewhere.
Lean.
Previous experience.

The CIO role in the business

Who do you report to?
CFO

Do you have a seat on the board?
No

How often do you meet with the CEO?
Ad-hoc at present due to recent start

Does your organisation have a digital leader and what is the difference in their responsibilities to yours?
No - I see my role as this, and work with a Digital Marketing Manager

The IT department

How many staff make up the IT team?(What is the split between in-house/outsourced staff)
41 plus a distributed development team for customer facing code.
12 outsourcing contracts are in place, managed by the IT function.

Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
Direct Reports
Operations Manager: focused on the infrastructure and service management, and continuous improvement of that function globally.
Business Systems Manager and ERP Project Manager: These two positions work to manage the overall ERP programme and architecture of the solution.
Matrix management of all global IT teams, moving to a regionally focused model.
A number of key hires / appointments are now in progress to boost the IT Management Team, Technical Team and to give a stronger international influence. This is specifically to create a stronger relationship between the business and IT.

And how many log-in accounts do you issue across you organisation?
2300

What is the primary technology platform? ( for example ERP, Website, trading system)
E1 moving to Infor Syteline