Dave Smoley has played a key role in turning a risk-averse, siloed and slow-moving company into one that is entrepreneurial, fast-paced and innovative. He has delivered technologies that encourage collaborative ways of working, quick decision-making, and a culture of innovation and entrepreneurialism. And he's achieved it all while reducing costs by over $300m in two years.
Name and job title
Dave Smoley, CIO, AstraZeneca.
How are you influencing the products, experience and services your organisation offers to its customers?
In AstraZeneca IT we are helping to push the boundaries of science to deliver life-changing medicines by continuously working with the business to innovate for competitive advantage. From the early research and development phase through to the production and delivery of drugs to our patients, IT plays a key, formative role. As technological innovation starts to influence how we interact with our patients as well as help them manage their treatments and lifestyles, the opportunities are endless. Regular engagement and demonstrations of new technical capability enable business decisions to be made early, developing, adopting and embracing the technology as appropriate. Not only do we create an innovative environment, we also critically provide a safe, secure and stable infrastructure which allows the business to adopt products and services with the knowledge that the business operations will be able to operate efficiently and the end product will not be compromised.
An example of our influence is our introduction, last year, of the Veeva CRM tool, which is helping our salesforce in their day-to-day operation alongside new cloud technology, which enables easy access to their relevant medical information. This is driving scientific leadership as well as putting patients first.
My role as CIO and sphere of influence is greatly enhanced by my additional responsibility for driving the simplification agenda across the whole company. This was a direct request from our CEO and complements my IT role perfectly. Not only can I directly influence products, services and the customer experience, but I can also drive improvements and eliminate waste across our business operations.
Key 2015 initiatives included the deployment of a unified intranet (Nucleus), a single chart of accounts, global delegation of authority and a global travel and expenses tool (Concur). Together these initiatives have eliminated hundreds of thousands of hours of non-value activity and delivered significant savings.
How as CIO have you driven cultural and behaviour change in your organisation and to what extent?
My driving principle is to help AstraZeneca's business leaders understand the potential of technology and how we can work together to leverage it to get life-saving drugs to market faster and improve patient outcomes. AstraZeneca's culture has been transformed over the course of the last two years. We have moved from being a risk-averse, siloed and slow-moving company to one which is entrepreneurial, fast-paced and innovative. IT has played a key, leading role in driving and enabling this change.
We have delivered a portfolio of collaboration-enabling technologies that encourage innovative ways of working, quick decision-making and the development of external partnerships. We have also facilitated a culture of innovation and entrepreneurial behaviour by providing tools and systems that enable fast and secure working across our geographic boundaries. Our mobility competency centre provides best-in-class applications and infrastructure that allow people to work securely any time and anywhere.
Our technology decisions and approach are aligned with AstraZeneca's business goals, and our IT strategy guides us to be the most effective, efficient and innovative in our industry at leveraging IT. As a result of our work, people engagement scores in AstraZeneca are the highest in our industry. A regular survey of AstraZeneca employees takes place across the company and the latest results indicate that over 83% of our employees say that AstraZeneca is a great place to work. IT has been a major contributor to this success with 75% of employees saying we have made significant improvements to IT tools and systems. These scores have risen consistently as our IT transformation has progressed and show the real impact IT is having in terms of both delivering cultural change and improving the perception of IT across the business.
Define the key business outcomes that you have delivered over the past 12 months and their impact on your organisation's performance
We've spent the last 12 months continuing our journey of transforming, optimising and simplifying IT and are close to achieving our ambition to become a world-class IT organisation. There are so many areas where we have made improvements that have delivered very positive business outcomes, improving the performance of the company. For example, we have driven a major simplification in business processes and ways of working through the introduction of technologies including Veeva, Workday and Salesforce.
At the same time we have significantly improved the end-user experience of IT. We have overhauled our infrastructure and transformed our service performance, achieving 80% fewer incidents per month and dramatically reduced MTTR rates. We have radically improved network performance, delivered ubiquitous Wi-Fi access and provided a wider range of device options to our employees.
Our new global technology centre in Chennai, India, opened in 2014 now has around 1,500 employees and is managing 75+ key IT services transitioned from suppliers with zero business disruption, delivering improved service – all at lower cost than the previous outsourced model. And when AstraZeneca expands its global footprint by completing an acquisition (for example Almiral, Pearl and VS) or embarking on a strategic collaboration (for example, BMS diabetes), we are moving fast to connect the organisations together.
Increasingly, we are helping the business not only from a technology perspective, but also from a process and data perspective. We're investing not only in getting the basics right, but in delivering innovation that will drive competitive advantage to help us bring life-changing medicines to patients. Our recent work to deliver a mobile app for patients on clinical trials within 36 hours is just one example of our work in this critical area. The introduction of a number of cloud-based collaboration tools such as Skype for Business, Docusign, Box.com, SharePoint Online and One Drive are improving the way we collaborate internally and externally across the organisation, helping to improve productivity and enable faster interactions.
We've achieved all of this while reducing our costs by over $150m against 2014 and over $300m compared with 2013. These cost savings have been released back directly into the business, enabling greater investment in our exciting portfolio of life-changing medicines. To put our achievements in perspective, the savings we have delivered are enough to fund three late-stage clinical drug trials.
Describe how you have used organisational and third-party information to provide insight that has benefited your organisation, its customers and products or services
Organisational information and insight is key to driving continuous improvement in AstraZeneca. A great example of our use of information insight is ProAct. ProAct is a platform to allow video messages to be shared between healthcare professionals and patients on phase 1 oncology clinical trials. This helps the professionals understand the burden the trial puts on the patient and gives the patient a voice in their treatment. AstraZeneca gains the context from observations reported, feeding them back into the trial process, enabling new trial candidates to understand the trial impact more fully.
Additionally, I have fostered strong relationships with key individuals at leading-edge technology firms such as Box, Workday, Salesforce.com, AWS and many more. Working with these individuals and organisations means that AstraZeneca is not only well placed to adopt new technology developments first, but is also driving what the future products and services from these firms look like. We have also built strong relationships with the analyst houses and I have encouraged members of my leadership team to develop and exploit strategic relationships with these organisations.
Describe how you organise and operate IT and how this aligns effectively with business strategy and operations
Our IT strategy supports the delivery of AstraZeneca's strategic priorities: return to growth, scientific leadership and great place to work. In IT, we are helping to push the boundaries of science to deliver life-changing medicines by continuously improving our IT environment and by working closely with the business to innovate for competitive advantage. With over 2,100 employees in 31 countries, the IT organisation has a truly global reach.
I engage at the most senior level within the company, influencing and driving technological transformation while also acknowledging that for us to deliver a world-class service we need to continuously improve and develop our own organisation.
AstraZeneca's senior executive team business units define their priorities to align with the company's strategic priorities and I have developed customer-facing IT teams that are our primary interface to these business units. The customer-facing IT teams work in partnership with the business to discuss and agree how IT can support the business priorities and enable the realisation of business objectives. Our customer-facing IT teams then work with our shared services teams to define and deliver the required enterprise-wide IT solution platforms, infrastructure and services.
Business engagement and development is encouraged at all levels throughout the IT organisation and my senior leadership team play a critical role in ensuring that we are fully integrated across the company. We work proactively with the business and are viewed as a trusted strategic business partner.
Describe your role in the development of digital strategy in your organisation
I am responsible, at the senior executive level, for the digitalisation of the AstraZeneca business. As ,such I work with business leaders at all levels to shape, develop and implement the business and IT digital health strategies and build the technical capabilities required to deliver them.
Describe how you use and promote technology to redesign the processes, services and structures of your organisation to enable it to become more efficient and customer-focused
In early 2015 our CEO appointed me to our senior executive team to drive our global, corporate simplification initiatives. This appointment was a recognition of the radical simplification we delivered within the IT organisation in 2015, the ways in which we have already leveraged technology to dramatically simplify business processes and the future simplification opportunities that technology provides. This new appointment has enabled me to play a lead role in driving optimisation and customer focus across the AZ business.
Technology in AZ is a key enabler for process optimisation. The implementation of Concur as a platform for a global travel and expenses system is an example where the coordinated promotion, training and awareness campaign has radically simplified business processes and successfully delivered an improved customer experience while also ensuring that AstraZeneca maintains a high-quality, cost-effective and reliable service with flexibility for the future.
Organisational effectiveness and the flexibility to change and alter operating models that respond to global and industry changes are critical to future-proofing AstraZeneca's success. The recent introduction of Workday allows us to provide not only a mobile-first next-generation learning technology which is directly linked through to the Workday talent and performance management solution, but also simplifies a previously fragmented and complex recruitment landscape onto a single strategic IT solution. This advanced talent and performance management solution is now linked to a global reward and recognition system within Workday. This has not only simplified but future-proofed our HR support for all colleagues globally.
Technology promotion has been key to our success. Technology is only successful when user adoption is high and any technological solution that is implemented requires a comprehensive business engagement and communication plan, which is driven through the business in a variety of ways. Digital technology and 'smart IT', where the latest technology is contributing to the workplace, mean that promotion, marketing and training of users is done in a co-ordinated and user-friendly way – services improve as does the customer experience, which is tracked throughout.
How do you engage regularly with your organisation about your team and the role of technology in the organisation, and what impact is this having?
I have developed a variety of channels to regularly communicate successes and major updates to the entire organisation on a regular basis. These channels are also used to promote, educate and inform users of IT activity. I introduced a unified intranet (Nucleus) last year, which we use to communicate to employees globally across the company.
This is supplemented by our social media internal network, which is Chatter-based. We have over 1,000 groups, with the AskIT Chatter group being in the top five most used. We can push information not only on incidents or issues, providing guidance to users, but also to market and drive awareness and training/educational campaigns.
I and the IT leadership team take part in regular face-to-face town-hall meetings where employees come together to discuss and share information and feedback. Technology is playing a key role, with the introduction of webcast and virtual meeting technology, which has revolutionised the way that IT interacts with the business as a whole. In 2015, our use as a company of videoconferencing was up 63% and the use of webcast technology was up 315%, not only enabling us to communicate more effectively, but driving state-of-the-art collaboration tools which benefit us internally and externally.
How do you use social networks to engage in conversations across the industry about the opportunities and challenges technology is creating?
Use of tools like Twitter allows us to monitor industry leaders and provides us with an insight into current trends. Also following startup trackers and other sources of new technology allows us to horizon-scan. We encourage the joining of tech meetups to engage in grass-root technology user sessions where we can pass on, as much as, gain insights into cross-industry experiences. Presenting at industry-recognised conferences is also widely encouraged so that we can demonstrate our thought leadership in technology.
How do you bring the organisation together to explore and discuss technology and its challenges and to develop stronger alignment of the technology function with the full business?
We purposely appointed a wide spectrum of high-performing individuals from within the company as well as made external hires from agencies and consultancies. Our internal hires include biology/chemistry scientists, data scientists, developers, designers, UX practitioners and BAs from several AstraZeneca business areas including commercial, operations, R&D, IT and MedImmune, and from external consumer-facing organisations. This means we have an innate first-hand understanding of the business and its challenges, and also the right contacts to discuss these challenges. These teams are located in key global technology innovation hubs close to our business functions, which allows them to form business reference groups comprised of the most relevant stakeholders to ensure that we can get an accurate view of requirements and challenges.
We maintain a central global technology register that captures what technology our employees are currently interested in or working with and the development stage of that technology. It is positioned to attract usage from outside the traditional IT functions to allow the entire company to be involved in technology exploration. The register is also closely linked to Chatter, where the social discussion is catalysed.
We place a high focus on UX and UCD to encourage employees to feel engaged and involved in the future direction of technology. These include joint development sessions where employees help design the applications they will end up using, and guerrilla testing, where a technology is presented to passing footfall and quick honest feedback is observed and acted on. We also have more formal monitored testing sessions where eye movement and other usability features are tracked, providing a system usability score that is used to rank each technology or product and identify clear steps to improve the experience for all employees.
Describe how you keep up to date with developments in technology and IT management
Our CTO office actively seeks out and collaborates with external partners globally to improve our reach, visibility and understanding of new and emerging technologies, services and trends. To date we have engaged with a very diverse group of external partners from venture capital, non-profit groups, startup companies, industry groups, and informal technical groups (ie meet-ups). Our goal is to bring these opportunities into AstraZeneca to validate and potentially realise the value as early as possible. Such activities include early investigation into specific technologies and companies, VC visits, brokering discussions with specific companies, working on prototypes and validating them with our customer-facing IT teams and business users, technology write-ups/spotlights, and active collaboration with the broader organisation to identify and prioritise needs, interests, and challenges.
From a technology maturity and adoption perspective, we leverage our company-wide enterprise architecture leadership forum not only to raise awareness but also to influence strategic and governance decisions to support the adoption of these opportunities. Our mobile and UX competency centres have highly experienced industry practitioners and experts who not only influence our strategy, but also have plans to provide the skills uplift across the organisation through workshops, training/certification, reference materials, snack-and-learn sessions, etc.
Provide an example of how you have developed the diversity and improved the culture of your team
Diversity and culture have been and continue to be key areas of focus for me. Over the last 18 months we have worked hard at bringing IT teams together from across 30+ different geographies and multiple time zones to create a single unified IT function. I have recruited people into leadership positions from several different cultures and backgrounds, including Indian, Chinese and Western cultures. This has introduced truly rich and diverse perspectives, ideas and thoughts, and helped build a world-class IT function.
I have sponsored a Diversity in IT programme which ensures that diversity is acknowledged, positively supported, and reinforced. The establishment of our global technology centre in Chennai is a fantastic example of culture and diversity working across other IT locations globally. We now have around 1,500 people employed in Chennai working collaboratively with their business and IT colleagues across the globe. In recognition of the culture and diversity challenges across countries, I have supported a development programme to support IT staff in understanding and recognising different cultures and values. This programme has been facilitated by experts in this field and has been extremely well received, resulting in more effective collaboration and team working across boundaries.
Describe how you collaborate and influence the organisation and its leadership team
Historically, the AZ CIO did not have a seat at the senior executive table and was merely invited on an as-needed basis. However, as a result of my transformation of the function, I now have a permanent invitation to all senior executive meetings. This has allowed me to get closer to the challenges and the opportunities AstraZeneca has and ensure that my function is well placed to address them. I have also formed a strong working relationship with the CEO and the CFO, and frequently meet with them on a one-on-one basis.
I have recently sponsored and facilitated an organisation-wide simplification expo, leveraging our in-house social media platform Chatter (a Salesforce.com product). The purpose of this event was to create a mass online network of employees who could raise, and solve, the complexities that hinder them in their roles on a day-to-day basis. The event was a tremendous success where we received thousands of comments from hundreds of individual contributors. Most importantly, this gave our employees an opportunity to raise their frustrations in a safe environment; since the event, a wide range of improvement programmes have been initiated to address the issues.
Tell us how you have developed your own management, leadership and personal skills
Personal development is extremely important to me, not only for personal growth but also to enable me to be an inspiring and authentic business leader in AstraZeneca. On-the-job development has been supported through my taking an active role in the senior executive team. I am also now accountable for the simplification programme across the company. This has been a personal stretch and development opportunity for me which has increased my understanding of the organisation including business processes and systems.
I place considerable importance on individual feedback from all levels in the organisation. Examples of this are: quarterly 360 sessions with my direct reports as well as my stakeholders and my mentoring of very junior IT staff. In my mentoring role, I have sought feedback and reflections, which ensure I continue to role-model good leadership behaviour and I'm inclusive at all levels in the organisation.
What new technologies are you investigating, tracking or experimenting with?
Information strategy, big data and analytics are hot areas where we are investing for success. Digital health is an area of great interest as sensors, the internet of things, cloud and consumer devices all evolve rapidly, creating the potential for disruption and new business models as well as ways of enhancing our existing business models. We are networking with thought leaders inside and outside our company to make sure that we are prepared for those tipping points when we should invest. A number of initiatives in machine learning show great potential to allow our scientists to focus on the science and reduce time to produce predictive models from weeks to hours.
Our visualisation and data analytics offer insight into massively large scientific and clinical datasets. Now that it is possible to visualise datasets of these sizes, it opens the door to larger and larger data that previously had been unthinkable. We are using a number of NoSQL technologies, have large-scale in-memory databases with the capability to scale to millions of concurrent requests and cloud-based SaaS solutions that remove the capacity management headaches on previous generation databases.
We have a number of wearables under evaluation, ranging from watches and fitness monitors to smart fabrics and ECG security devices. These all benefit from IoT activities that we are working with to record, and act on, based on events such as IFTTT and microservices that we develop. Smart technologies that can help in the office but can also be applied elsewhere include iBeacons and large-scale NFC readers. These technologies, coupled with innovations in blockchain technology, open up opportunities in asset tracking and fraud detection.
How do you decide where to apply the best technological approach?
For me, the decision where to apply the best technological approach is always a balance of cost to implement, cost to run, time to market/benefit and the need for customisation. We are building development capability where it makes economic and strategic sense for AstraZeneca and are coupling this with an aggressive move into the cloud (by the end of 2016 we plan to have a minimum of 60% of our IT estate running in the cloud).
In 2015 we developed detailed application roadmaps supported by an application development strategy. This work has allowed us to determine a clear view of the platforms and technologies where we will generate strong internal development capabilities versus those we will buy in. Key immediate areas of focus for internal build include mobile application development, broader digital capabilities and enterprise platform exploitation capabilities (chiefly centred on Salesforce and SAP).
Strong progress was made in each of these areas in 2015. For example, in the mobile space we have built a global, mobile development centre of excellence which is now delivering high-quality, low-cost apps for internal and external customers; our new UX centre of excellence is up and running and we have built teams to rapidly enhance and deliver maximum business value from our key enterprise platforms. In 2015 alone we recruited over 250 internal development resources and have created an agile, best-in-class global development team, capable of both spinning up small bespoke projects and delivering enterprise platform changes.
Our adoption of cloud services is an example of where we have elected to buy in services. We are moving aggressively into the cloud, reducing our capital requirements and partnering with companies that are process and technology innovation leaders in their domain. In 2015, we have rapidly deployed a range of cloud software solutions which enable us to reduce our hardware spend and datacentre footprint costs. Adoption of established, leading cloud services have enabled us to quickly introduce new technologies that allow us to improve the experience for our employees, drive business simplification and standardisation, and help make AstraZeneca a great place to work in the shortest amount of time.
Now that our IT estate is stable, and core enterprise wide services such as email, document sharing, travel and expenses are in the cloud and available on mobile, we will continue to take this pragmatic approach as to where we run our services in the future. This helps us control the IT cost base, enabling greater investment in our exciting portfolio of life-changing medicines.
Do you give yourself and your team time each month to assess or learn about technology vendors outside of the established providers?
Absolutely. This is a key objective of mine and I personally make sure that my direct reports and I set aside quality time to learn about new technologies and vendors. Equally importantly, I have ensured that our senior executives are doing the same. In Q4 of last year I hosted a senior business executive visit to Silicon Valley and arranged a number of visits to suppliers who are making great strides in the healthcare and tech space. This visit was truly enlightening to the executive team and they really saw how much of our future success will be dependent on delivering competitive advantage through technology.
I ensure that my leadership team have at least one of our face-to-face meetings in a technology hot spot on an annual basis. In the last 24 months we have met in Cambridge, UK, Silicon Valley and Seattle and devoted a significant amount of our time together meeting established and non-established suppliers. Finally, we allocate an amount of time in our virtual staff meetings to hear from new suppliers. Most recently we invited Tamr to our meeting to hear the great work they were doing in the information management space.
Describe your sourcing strategy and your strategic suppliers
Our IT sourcing strategy is focused around three areas: reducing IT services spend by building our internal capabilities and insourcing; introducing more cloud-based solutions; and collaborating effectively with our evolving partner landscape.
Historically IT in AstraZeneca relied too heavily on vendors, resulting in a high-cost, complex and poor-service outsourced model. In 2012, we introduced a new sourcing strategy to reduce our dependency on third-party suppliers by both insourcing at pace and consolidating the number of remaining key IT service vendors (ultimately from seven to two). Along with insourcing IT services, our reliance on the high levels of contractors has also been reduced significantly. This strategy has also significantly improved the level of service provided by IT and is being delivered by establishing a network of global technology centres, with the main centre in Chennai, south-east India. AZ Chennai will be supplemented by satellite centres in Mexico, eastern Europe and China, which will provide near-shore services for key IT services and offer local language support. These centres will enable us to develop the world-class in-house technical capability required in talent-rich locations to deliver quality work at an attractive cost. We anticipate that not all IT services will be insourced and although the balance has shifted significantly, we will retain a blend of internal and vendor-delivered services which will be subject to ongoing review. The blend is moving from 30% insourced/70% outsourced in 2013 to an expected 70% insourced/30% outsourced mix in 2016. Our insourcing programme is on track to deliver annual savings of $100m by the end of 2016.
In parallel with our strategy to insource IT services, we have introduced significantly more cloud-based solutions, which has changed the spend profile for software. New software as a service (SaaS) products offer more flexibility in pricing and enable a move away from costly upgrade programmes. The introduction of vendors such as Workday and Veeva has reduced our spend with more traditional vendors and their on-premise solutions. Some established vendors have responded to this changing environment and have been retained (eg Microsoft with O365). Where possible a competitive sourcing environment has been created; however, the selection of technology/service leaders has inevitably increased single source negotiations.
Collaborating with our partners
To manage the key vendor relationships, I have implemented an IT executive sponsor programme. Within this programme around 20 key vendors were allocated an executive sponsor from my leadership team who is responsible for managing the overall vendor relationship. In addition, the California-based CTO organisation identifies emerging technologies and develops vendor relationships, which ultimately feed into the partner landscape. To ensure a proactive approach to future sourcing events (both renewals and new purchases) an IT sourcing council has been established to review both technology and vendor strategies, along with identifying opportunities for reuse and simplification. As the current insourcing approach matures, this forum will also be used to test ongoing value for money and service against external offerings. Selection of the right vendor with the right commercial terms has been achieved through our strong partnership with the procurement function. A strong and independent procurement organisation has provided the appropriate blend of support to IT and commercial challenge with vendors.
Describe the technology innovations that you have introduced in the last year and what they have enabled
The use of technology innovation in AstraZeneca is broad and encompasses all business units and a multitude of activities has taken place in the last year that have radically increased the value delivered by IT to the business. We have implemented a new HR platform, Workday, for all employees, introduced Veeva as a global CRM solution which has revolutionised our salesforce approach, implemented and introduced Concur as a new digital platform for our travel and expenses, which gives us a global solution, therefore simplifying the process for everyone employed in AstraZeneca. The following examples highlight just a few areas where IT has applied technological innovation solutions to our scientific community which are powering the development of AstraZeneca as a leading pharmaceutical company.
- The introduction of next-generation sequencing analysis. Over 100 projects analysed a total of over 20,000 samples and supported target identification and patient selection for critical projects, including the trialling of the drugs Tagrisso, Olaparib and Savolitinib. The use of cloud services in this approach also meant that state-of-the-art solutions for processing, storing and sharing data in the cloud were developed and are now part of the scientists' normal ways of working, driving efficiency and collaboration.
- Intelligent pharmaceuticals. The delivery of mobile applications to help patients to manage their disease and medications. Applications were developed and delivered for smartphones for all major brands. Successful proofs of concept delivered expansions for Crestor in Japan and China, Symbicort in the UK and five markets via Turbo+. This expansion trend is now also being seen in the brands of Brilinta in Germany and Tagrisso globally.
- The development of a clinical dashboard. Using IT/analytics and visualisation tools to improve the productivity and real-time connection to clinical trials. The clinical dashboard has been used daily in 116 clinical studies across all therapy areas, covering around 5,300 active subjects in ongoing biologics phase I to phase III trials at around 900 sites in 40 countries.
- The introduction of DocuSign across the company. We used a cloud-based service most effectively to improve productivity and collaboration. Our use of DocuSign at AstraZeneca began in our procurement department, and has quickly migrated across our business to find use in clinical trials, patient safety and R&D. Through this rapid adoption we've been able to reduce operational costs, maintain compliance for regulated paperwork, and significantly reduce our document turnaround time – with DocuSign, 85% of our transactions are now completed within a single day.
What strategic technology deals have been struck and with whom? What uniquely do they bring?
A range of new technology deals have been completed, mainly relating to SaaS-type solutions. For example: Microsoft O365 for mail and collaboration tools, Box for file sharing and collaboration, Workday for HR services, Veeva for CRM services for our salesforce, Adobe for campaign management tools, AWS for cloud-based storage and compute, Concur for travel and expenses, Airwatch for mobile device management, Salesforce for intranet portal and development platform, MicroStrategy analytics and reporting tool, Cisco for telepresence.
These products bring best-in-class solutions to the business with all the associated benefits of SaaS, including commercial and operational flexibility. Introduction of these products allows choice where appropriate (eg Box or SharePoint) and has delivered business process transformation and simplification as an integral part of the implementation.
Rate how important your sources of innovative technology suppliers are
- Always referred to: CIO peers.
- Often use: industry body, media.
- Occasionally use: analyst houses, consultants.
Has your organisation detected a cyber intrusion in the last 12 months?
How is cyber security led and discussed by senior management?
Our cyber-security office is led by a global CISO who drives a centrally funded, risk-based, ISO-standardised programme. AstraZeneca information security runs a 24x7 security operations centre, forensics and investigations, strategy, performance, and culture/awareness training. A focus on using proper cloud and on-premise technologies plus creating valued partnerships within the industry and government entities enables AstraZeneca to be a leader in this area.
Cyber-security risks and performance are presented regularly to executive leadership, audit committee and the board of directors, who are instrumental in both understanding AstraZeneca's security posture and giving feedback and driving positive change. Cyber security is integrated into multiple areas of the business and works closely with legal, compliance and risk areas.
When did you start your current role?
What is your reporting line?
COO but attend senior executive meetings.
Are you a member of the board of directors?
What is the annual IT budget?
How much of your IT budget is capital and how much revenue?
Revenue 89%, capex 11%.
What is your budget's operational/development split?
How many users does your department supply services to?
Are you finding it difficult to recruit the talent you need to drive transformation?
Has recruitment and retention risen up your agenda as a CIO?
Does your IT organisation operate an apprenticeship scheme?
How many employees are there in your IT team?
3,000 (1,500 in our offshore centre).
Are you increasing your headcount to bring skills and the ability to react to needs in-house?
What is the split between in-house/outsourced staff?