Technology is moving out of the IT department and into the boardroom, with CIOs acting as a bridge between the two.
We spoke to some of the UK's top IT business leaders about how they
ensure that their technology strategy meets the needs of the business.
Read next: How CIOs are using AI and machine learning
January 16, 2019
5. Rolls-Royce CDO Neil Crockett
To understand how Rolls-Royce works as a business, the new CDO Neil Crocket took a trip to a factory in Singapore shortly after he joined the engineering giant.
Crockett watched the jet engines that power Airbuses being assembled, and learned how these powerful machines withstood incredible temperatures and air pressures to keep planes flying through the sky.
Their complexity and cost explained why the Rolls-Royce business model relies on long-term service contracts and showed there was enormous potential for predictive analytics.
"Ninety-seven percent of the faults found on our engines are automatically predicted," says Crockett. "By planning and understanding how our engines work, we have reduced disruption to our customers by 40% in the last 13 years, and we've reduced our maintenance burden by 30% since 2012." Read next: Rolls-Royce CDO Neil Crockett drives data into engine design
9. DVSA Director of Digital Services and Technology James Munson
James Munson maps out the future changes in the different business areas of the Driver and Vehicle Standards Agency by creating product backlogs for core services such as driving tests.
"Every three months, the executive team, the project executives and the service managers meet as a group to go through those service backlogs and understand what's coming in the next three, six, nine months, what moved at the pace we thought it would, what came quicker and what hasn't moved yet, and what potentially needs re-prioritisation," he says.
"Over the last two or three years, we've built up an agency-wide picture of how our services are going to evolve and change over time, which allows us to prioritise resources against what those services need."
Read next: James Munson explains new digital strategy at the DVSA
13. Markerstudy CIO Dan Fiehn
Markerstudy moved to a federated IT governance model to give each local IT unit
full accountability for application development and functional changes in their area.
"These teams possess a high degree of business acumen and are well placed to effectively support the varying businesses across the group," says Fiehn.
"These federated teams are ably backed up by a strong central function, which acts as an internal service provider to the group. The central team is a 24x7 multifunctional department that comprises operations teams, application support, project delivery, enterprise architecture, and IT financial management capabilities. "The team also includes a number of highly specialised technical experts focused on emerging technologies such as machine learning and advanced algorithms."