Jeremy Vincent has his hands firmly on the steering wheel of digital and business strategy. His SAP-enablement of the company supports its global manufacturing, engineering and sales operations with fast and low-cost deployments, and controls a round-the-world in-bound cost-efficient supply chain. Perhaps even more importantly, his delivery of a global digital/open API platform will support and enable new business models and improve business operations, giving the business the power to respond rapidly to changing consumer buying habits and as disruptive new entrants into the industry emerge.

Name and job title
Jeremy Vincent, CIO, Jaguar Land Rover.

How are you influencing the products, experience and services your organisation offers to its customers?
Direct involvement in business strategy development: board-level ownership of JLR's business operating model, which in its definition leads to convergence to a global/enterprise-scale suite of business operations, thus leveraging commonality and standardisation around core business operations. Driving standard business operations (leveraging common enterprise-scale technology) to support our company's global expansion in manufacturing, global supply chain operations, retail operations and after-sales. And introducing new (virtual/digital) technologies into the organisation to help drive consumer experience – eg our global digital platform (which we have branded Information Fabric – iFAB) etc.

How as CIO have you affected cultural change and behaviour in your organisation and to what extent?
Driving culture change is hard and requires tenacity and stamina. It doesn't happen overnight. However, through direct leadership (from the front) and influencing from behind I am slowly educating our business to understand the nature of 21st-century IT/technology – how it plays a pivotal role in the definition of business strategy and how to define effectively the value from such investments.

Define the key business outcomes that you have delivered over the past 12 months and their impact on your organisation's performance
Delivered complex technology (SAP) operations to support vehicle and engine manufacturing in China, Brazil and India. Driven common SAP operating business template to support new sales operations in India, Singapore and Brazil, with other new markets to follow. The common SAP-enabled business template enables fast and low-cost deployment to support our business ambitions. Driven common SAP operating template to support global in-bound supply chain operations to support our international manufacturing and engine production operations, thus ensuring quality, cost-efficient supply chain operations at high volume globally.

Driven cloud solutions to support our global HR transformation. Driven definition and structure of delivery capability to drive SAP-enabled transformation of our global after-sales parts supply across our dealer network globally.

Driven our global/enterprise-scale digital/open API platform, which we have branded iFAB, to support and enable new business models and improve business operations. It will better prepare us to engage as the automotive industry changes in light of changing macro-economic factors and consumer buying habits and as new entrants into the industry emerge (Google, Apple, etc).

Describe how you have used organisational and third-party information to provide insight that has benefited your organisation, its customers and products or services
Our business information and analytics platform is now driving analytics to drive down our warranty costs globally. This relies on an efficient platform to analyse market/customer data as well as our vehicle engineering data to offer insight so that our warranty repair costs can be reduced. The same platform is now being leveraged to mash up internal and external data to generate predictive analysis so as to give early warning of issues, allowing us more time to prepare compensating strategies in the marketplace.

Describe how you organise and operate IT and how this aligns effectively with business strategy and operations
My IT function is global and 75% outsourced to a global IT services partner. This has given global reach at a time when we need it around the world (China, Brazil, MENA, Singapore and south-east Asia) and at a time when it is very difficult to find the right resources with the right skill sets. My team are now organised around a value stream (business engagement/strategy and prioritisation; delivery; operations) all supported by an internal CTO/architecture function and by our external strategic partners, TCS, IBM, etc.

Describe your role in the development of digital strategy in your organisation
I am co-chair of our digital strategic C=council. I drive many projects and leverage our digital/open API platform iFAB.

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
I lead the organisation unit tasked with developing our JLR business operating model. I have set this up to drive transformation more holistically and globally to ensure efficiency of our operations and convergence around standard best-in-class/fit-for-purpose enterprise-scale processes, organisation structures, data management and business applications. The intent here (and aligned to our digital strategy) is to make JLR more robust, lower our operating costs and drive efficiency so as to service our customers globally with higher-quality experiences in the buying and consumption cycle. It should also make us more flexible in the face of industry change and trends affecting the consumption of mobility products.

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?
In many ways. I have a dedicated comms team. I and my leadership team ensure that we are represented on every functional board or strategy board. I run a monthly executive steering group to interrogate the progress of various business investment initiatives, which include IT enabling technologies. We publish an annual strategy digest for IT to show how our activities are aligned to business direction and ambition. And we run a number of share-fairs – innovation workshops with various parts of our business.

Describe how you keep up to date with developments in technology and IT management
I read research papers, attend industry workshops and seminars, and encourage my team to do the same. We run strategic planning events regularly with our strategic suppliers, including Dragons' Den-type activities. We also use the more traditional methods by leveraging industry research from Gartner, Ovum, etc.

Provide an example of how you have developed the diversity and improved the culture of your team
I run an extended management team (more than just my direct reports). We run a women in IT team to encourage more female talent across the team. We go out to schools to talk about 21st-century IT. We ensure where we can that we distribute capability across our global sites rather than have everything in UK.

Describe how you collaborate and influence the organisation and its leadership team
I sit on our executive management board and various strategy committees. I ensure that at every opportunity I can I enhance the role IT plays in the delivery of business strategies and ambitions. I have a dedicated team of business relationship managers whose role is to engage our business colleagues to ensure that IT is not a follower but a leader in the creation of business objectives and strategies.

Tell us how you have developed your own management, leadership and personal skills
I run our management workshops with an external facilitator (Lane 4) to encourage the team to give open feedback to me and each other so as to develop us all as a team. I have a personal coach from a US organisation to advise on my leadership capability and style.

What new technologies are you investigating, tracking or experimenting with?
Machine learning/artificial intelligence, data analytics, NoSQL, wearable technology, enterprise apps, internet of things, automation and robotics, 3D printing and the sharing economy.

How do you decide where to apply the best technological approach?
Decisions are always made in alignment with our business priorities, our technology strategy, business case and urgency.

Do you give yourself and your team time each month to assess or learn about technology vendors outside of the established providers?
Perhaps not every month. My CTO function regularly engages external vendors through research or simply via the grapevine to determine if/how new/innovative technologies can have a role in our technology strategy.

Describe your sourcing strategy and your strategic suppliers
We have a long-term technology strategy based on a core set of about 15 global/enterprise-scalable technology partners. We look first to leverage our existing strategic partners and regularly assess capability for each new initiative and thus to select or deselect.

For commodity technologies and services we first look to enforce adoption of existing technologies and services so as to converge on existing value-add/capable technologies. Only then, when the requirement merits it, do we look to diversity our technology base. But we are not averse to introducing new suppliers and technologies when the hat fits and fundamental commercial and technology criteria are proven.

Describe the technology innovations that you have introduced in the last year and what they have enabled
iFAB will give JLR an enterprise open API platform which will help JLR open up to the wider world as disruptive partners and business models emerge. We are already leveraging this platform for business value to automate and improve our automotive supplier network and as a basis for a consumer merchandising platform.

What strategic technology deals have been struck and with whom? What uniquely do they bring?
For example, iFAB is built on the Kony platform. This will give us the capability to leverage many delivery models to build high-quality, device-independent mobile applications to support our business ambitions.

Rank in order of importance your sources for innovative technology suppliers
1 Analyst houses. 2 Consultants. 3 CIO peers. 4 Industry body.

Has your organisation detected a cyber intrusion in the last 12 months?
No.

Is cyber-security led and discussed by senior management?
Yes.

When did you start your current role?
2008.

What is your reporting line?
CEO.

Are you a member of the board of directors?
Yes.

What is the annual IT budget?
Around £400m.

How much of your IT budget is capital and how much revenue?
60% revenue expense, 40% capital expense.

What is your budget's operational/development split?
50% operations; 40% business expansion, growth and transformation; 10% innovation.

How many users does your department supply services to?
80,000 business consumers of JLR IT services.

Are you finding it difficult to recruit the talent you need to drive transformation?
Yes.

Has recruitment and retention risen up your agenda as a CIO?
Yes.

Does your IT organisation operate an apprenticeship scheme?
Yes.

How many employees are there in your IT team?
Around 310 globally in our zero base. 700-1,000 or so on projects/SI partners, etc.

Are you increasing your headcount to bring skills and the ability to react to needs in-house?
No.

What is the split between in-house/outsourced staff?
We do not count outsourced staff; we pay for services at service levels.