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.
When did you start your current role?
Have you completed an MBA?
Order the following sources of advice/information by value to you:
- Peer Group
Technology strategy and spending
What is the major transformational IT project that has been recently completed, or is underway at your organisation?
We have become an even more customer focused organisation, putting the customer first and at the heart of the majority of the systems we are currently developing. We have kicked off a major drive / initiative to improve our customers experience when interacting with our Dealers and JCB its self. We are using the very latest innovative solutions, which will make our customers feel part of the 'JCB Family'
What impact will it/does it have on the organisation?
The solutions we are using will provide real time information to our customers around the world and help reduce lost time and further improve our brand loyalty.
What new strategic technology deals has your organisation struck and with whom?
The largest strategic technology deal we have recently had is with SAP, implementing it around the world in all of our Aftermarket Business Unit. This will provide a real time picture of our Parts Availability and Service and Warranty information.
Name your strategic technology suppliers?
We have major technology deals with SAP, Siemens and BT, to name but a few.
What is the IT budget?
What is the strategic aim of the CIO and IT operations for the next financial year?
Providing solutions which ensure our customers can intuitively use with efficient streamlined processes, resulting in JCB being ‘Easier to do business with’
Would you describe the CIO role as a transformation leader in your organisation?
Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
I have personally lead/initiated quite a few transformation projects for JCB, including the introduction of Telematics, Standardised Data and Processes around the Group, CRM Programme of activities.
Beyond technology, can you describe a business transformation programme that you own or contribute to?
Standardising Data and Processes around the group is a task we initiated some 18 months ago.
What key technologies are being considered to enable transformation?
We have recently set up dedicated team, IT Innovation Team, to review the art of the possible regarding technology and systems around the Group.
What percentage of your applications / infrastructure is run from the Cloud?
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?
As an organisation, we have been using mobile technology for many years. We have developed Apps and other mobile and web based systems to capture customer experiences, taking this info back into the organisation to help drive improvements throughout our business.
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?
This is not really an issue in JCB, where shadow IT departments appear, they are quickly pulled under the control of IT, and this is fully supported by our Group Exec.
Where do you seek transformational inspiration from?
We use a lot of areas/resources for transformation: customer feedback, shows, peers and also Gartner.
The CIO role in the business
Who do they report to ?
Does the CIO have a seat on the board?
How often do you meet with the CEO?
Does your organisation have a digital leader and what is the difference in their responsibilities to yours?
The Digital Manager is a direct report to me.
What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?
100% under the control of IT.
The IT department
How many staff make up the IT team?(What is the split between in-house/outsourced staff)
Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
I have 7 direct reports: 3 x Programme Managers, Ops Mgr, Digital Mgr, Dev Manager, IT Security Mgr
How many log-in accounts do you issue across you organisation?
What is the primary technology platform?