NHS Property Services CIO and Head of Corporate Programmes, Kelly Olsen

Name and job title
Kelly Olsen, CIO and Head Corporate Programmes, NHS Property Services  

How are you influencing the products, experience and services your organisation offers to its customers?
Directly working with my exec colleagues on strategy, specifically mapping customer journeys and plans for better customer engagement.

How as CIO have you affected cultural change and / or behaviour in your organisation and to what extent?
Understand that the way we can and do deliver services and solutions as a business is different, it is utility based, quicker to market using minimum viable product methods and agile working practices.

Define the key business outcomes that you have delivered over the last 12 months and their impact on your organisation’s company performance
Building the Business Relationship Management Function - savings from not having multiple point solutions, ability to be more innovative with solutions and driving us to cloud based or mobile solutions. Delivery of the first mobile application for our Asia event, developed using Design Thinking and delivered in six weeks, over 90% of attendees used the app, plus the delivery of our first mobile app for clients - this delivered research information, initially only on the iOS platform and through popular request we then rolled it out to Android and Windows devices.

Describe how you have used organisational and third party information to provide insight that has benefited your organisation, its customers and products or services
I use Gartner extensively and we have been lucky to be involved in an innovation hub so we have engaged directly with start ups in the porperty tech space, we have learned a lot about how to get invention and innovation delivered quickly and effectively, their approach is very different from 'old school' software providers, off the back oftyhis we developed our own innovation framework to further develop design thinking within our own organisation.

Describe how you organise and operate IT and how this aligns effectively with business strategy and operations
It is integrated and the BRMs play a key role in that they are domian experts who are seen as part of the industry teams.

Describe your role in the development of digital strategy in your organisation
Working closely with the Head of Marketing and their digital specialists we co-wrote the roadmap, in my current role I am coaching the head of communications and we are co-authoring the digital roadmap.

Describe how you use and promote technology to redesign the processes, services and organisational structures of your organisation to enable it to become more efficient and customer-focused
If i take workplace collaboration as an example, we trialled the use of beacon type systems to track and then trend how the office was being used to develop better working, seating and overall office space use to support more collaboration and flexible working.

How do you engage regularly with your organisation (e.g. via a blog/seminars/newsletter etc.) about your team and the role of technology in the organisation and what impact is this having?
Newsletters, vlogs and short videos such as 'In Conversation with...', lunch and learn sessions, 'surgeries' on specific subjects like how to sue your iPhone better.

How do you use social networks to engage in conversations across the industry about the opportunities and challenges technology is creating?
I use LinkedIn extensively, some Twitter. On LinkedIn I have produced a few articles and regularly read and comment on others, these are not necessarily for 'techies', they are across businesses. The plan for this year is to extend my contribution as we work through a large transformation of all of our core services and solutions from Finance to Property and Facilities management.

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?
I have also run think big workshops where we invite a number of suppliers to 'sell' their wares, this had included larger suppliers and also start-ups and has resulted in at least two systems being pursued.

Describe how you keep up to date with developments in technology and IT management e.g horizon scanning, technology strategy workshops, involvement in industry events and bodies
Constant reading, attendance at events like the CIO Summit, things are moving so fats this is a key part of my week.

Provide an example of how you have developed the diversity and improved the culture of your team
As a global company in my last role I was an advocate of transferring people from other regions who were keen to travel and have new experiences. I actively recruit the people with the best attitude regardless of background and this in itself creates diversity across gender, country of birth and also experience.

Describe how you collaborate and influence the organisation and its leadership team
Directly, by engaging with colleagues, up, across and down, by being visible and approachable.

Tell us how you have developed your own management, leadership and personal skills, perhaps through mentoring, training or external activities
I have taken part in some external activities to develop my skills in this area and have in the past used a mentor. I also read a lot and I am a fan of authentic leadership styles. This spring I will take part in a women only leadership forum for the first time, this is about developing oneself as a better leader.

Are you investigating, tracking or experimenting with: Machine Learning / Artificial Intelligence; Data Analytics; NoSQL; wearable technology; Enterprise Apps; Internet of Things; Automation and Robotics; Artificial Intelligence; 3D Printing; the Sharing Economy; Anything else?
Yes, all of these, I am specifically interested in machine learning, AI and Data Analytics and how this can help us make better decisions, be more rpoductive so we can focus our people on strategic thinking and development.

Describe your sourcing strategy and your strategic suppliers
We are currently bound by OJEU which can limit how flexible we can be, however we ensure that when we write requirements the 'soft' stuff is as important in their repsonses. We work in a SIAM-type model where we have best in calss providers delivering a tower of work, the key to success is that they collaborate across all the towers as if we were one company, again when we source, this model and our requiremenst on collaboration are a critical part of the response. Strategically we advocate 'cloud first'.

Describe the technology innovations that you have introduced in the last year and what they have enabled
Not a technology innovation as such, but using personas and journey mapping and stories to define requirements rather thna traditional methods. This allowed us to develop and deliver a mobile application in six weeks that had 90%+ take up. Within my current role we have piloted a system to measure bed utilisation in a hospital using a product called Occupye, cloud based this was easy to deploy and has started to give us information that we can use to advise the hospital on how to save money and get the best use of their space.

What strategic technology deals have been struck and with whom? What uniquely do they bring?
Workday - this enabled us to rollout HR and Finance, globally within 8 months.

How important do you find the following as sources for innovative technology suppliers:
1. Analyst houses
2. CIO peers
3. Industry body
4. Consultants
5. Media  

Has your organisation detected a cyber intrusion in the last 12 months?

How is cyber-security led and discussed by senior management?

When did you start your current role?
November 2015

What is your reporting line?

Are you a member of the board of directors?

What is the annual IT budget?

What percentage of your budget is spent on:
IT operational spend (“keeping the lights on”) - 65%
New developments (innovation)? - 35%

What number of 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?

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?