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Jan Leen ‘t Jong Managing Director Harvey Nash Nederland

Jan Leen ‘t Jong Managing Director Harvey Nash Nederland. Offer portfolio. Strategic Leadership Services. Professional Recruitment. Outsourcing. Executive Search Interim Management Leadership Services. IT Recruitment Finance Recruitment Contracting Permanent.

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Jan Leen ‘t Jong Managing Director Harvey Nash Nederland

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  1. Jan Leen ‘t Jong Managing Director Harvey Nash Nederland

  2. Offer portfolio Strategic Leadership Services Professional Recruitment Outsourcing • Executive Search • Interim Management • Leadership Services • IT Recruitment • Finance Recruitment • Contracting • Permanent • Offshore Software Development • Contract Management • BPO

  3. ALBERT ELLIS CEO

  4. Harvey Nash Technology Services Market leading position in Europe & USAUnique portfolio of Technology Services - Leadership and professional recruitment- R & D wireless test laboratory in Germany- Offshoring capability in Vietnam- Software development and support- Managed services

  5. The CIO as business leader

  6. Personal brand “97% agree that the CIO needs a strong personal brand” Very Important 63% Quite Important 34% Not Important 3%

  7. The CIO as business leader Leadership Communication Influencing skills Change Management

  8. Strategic responsibilities “reversing a 3 year negative trend the role of the CIO is suddenly becoming more strategic” Cost saving 84% Collaboration 46% Innovation 44%

  9. Skills (1) “leadership skills required in a downturn”

  10. Skills (2) “54 per cent suffer skills shortages” Project delivery 39% Business Analysis 39% Architecture 32% IT Strategy 28% Relationship 28%

  11. Outsourcing and offshoring (1) “this year cost reduction as the main reason for outsourcing has leapt into the top slot”

  12. Outsourcing and offshoring (2) Most important reasons to outsource

  13. The future workforce

  14. Collaboration & Innovation Metcalfe’s Law

  15. The road to……….

  16. Peter Hagedoorn Former CIO Océ; Chairman RvA CIO-Platform; Partner 3Align.com

  17. Agenda Agenda • Introduction • The Harvey Nash Survey 2009 • Observations & Comments • What was not in the survey ? • Some trends: • Europe • The Netherlands • Concluding remarks

  18. Introduction of the speaker Introduction • Former CIO Océ • Chairman Raad van Advies CIO-Platform • Columnist CIO and CFO Magazine • Program Director EuroCIO • Partner 3Align

  19. Comments based upon: Introduction • CIO Platform Netherlands experiences • CIO Round Tables in 2008 and 2009 • EuroCIO meetings • Meetings ICT-Office/IT industry, ICT-Regie/dutch ICT research • Meetings Industry Leadership Board & European Commission • Other Surveys

  20. Respondents (your role) Harvey Nash survey 2009 • Harvey Nash • All sectors • 15% IT • 14% Finance sector • aprox 20 % “public” • Reporting: • 30% to CEO • 19% to CFO (grown) • 23 % to CIO • aprox 46 % in the Board • 1345 respondents • aprox 92% “Chiefs” • aprox 12% The Netherlands • aprox 61% UK • Comments • The Netherlands: • 51% respondents are CIO • ca. 30% report to CEO • ca 59 % in the Board • More strategic role • High % in Board “The growing influence of the CFO in reporting lines for technology leaders”

  21. Responsibilities Harvey Nash survey 2009 • Harvey Nash • Budget • Average: € 1-10 million • 10% € 100 million- € 1 billion • 5% > 1 billion • 42% report decline budget • (sharp increase) • 25% report increase ! • however: trend is decrease • Authority & Key issues: • 52% act global • more strategic (trend change) • costs, collaboration, integration • Comments • Most CIOs report cost • cutting in projects • Confirm growing role CIO • More use “collaboration”: • Google tools • Cloud computing • Videoconferencing • Integration “legacy” with • “consumer” tools “ ....Board is looking to technology to address cost saving”

  22. Skills Harvey Nash survey 2009 • Harvey Nash • > 54% skills shortage • > 64% fear financial impact • shortage in: • project delivery • business analysis • architecture • testing, security • solving gap: more local • key skills: • working with business • creating business value • managing projects • own skills: more “soft” needed • Comments • The Netherlands: • 61% skill shortage • shortage in: • business analysts (40%) • architects (38%) • solving gap: mainly local • EuroCIO, Eur.Commission: • e Competence Matrix confirms • e-skills Program • CIO Academy .....work effectively with the business and ensure value achievements...”

  23. Leadership in a downturn Harvey Nash survey 2009 • Harvey Nash • aprox 72% experienced • the 2000 downturn • important skills: • communication • leading by example • transparency • show direct leadership • a strong personal brand • > 94% changed IT strategy • recession opportunity to • change the IT profile (74%) • new processes (34%) • collaboration, links customers • Comments • The Netherlands: • aprox 74% experienced • the 2000 downturn • 63% adapting IT strategy • but: less use of recession to • change IT profile • CIO day November 2008: • Chiefs or Indians ? • Most Eur countries: CIO • dialogues about downturn

  24. Innovation & collaboration Harvey Nash survey 2009 • Harvey Nash • 86% asked to provide • technology innovation • 29% in a “structured” way • 35% invest > 8% in innovation • 17% invest > 15% • 87% obtain 5 - >10% ROI • collaboration with suppliers+ • customers + partners • 84% collaboration success: • speed up developments • strengthen relationships • barriers: geography, • not agreed approach • Comments • The Netherlands: • collaboration with suppliers • barrier: lack of shared • information & behaviour • Europe: • many meetings about use of • collaboration tools • main barriers: international • project leaders, int.change • Management “the importance of collaboration has never been more defined”

  25. Outsourcing & Offshoring Harvey Nash survey 2009 • Harvey Nash • Key outsource topics: • application development • infrastructures • application maintenance • 50% ca. 10% of total IT budget • 23 % > 25% of IT budget • Main goals: cost reduction and • better meet business needs • + improve performance • 62% meet/exceed expectations • 57% maintain level • however trend: downwards • Comments • The Netherlands: • 91% maintains same level • of outsourcing • infrastructure still favourite • for outsourcing • Europe: • dialogues about how and • what to outsource • strong competition: • newcomers with advanced • tooling “...next 12 months ca. 28% will increase offshoring; but trend is down.......”

  26. Employment & Career; Compensation Harvey Nash survey 2009 • Harvey Nash • With Current Employer • 30% 2-5 years • 37% > 5 years • 33% < 2 years • 79% satisfied (up !) • still 24% want to move: • fresh challenge, move in • business, change, Board • Compensation: • 37% € 100.000-150.000 • 23% > € 150.000 • In general satisfied (80%) • Comments • The Netherlands: • 17% (only) 2-5 years with • Employer • 83% job satisfied • fewer look for a move • 78% earns > € 100.000 • Europe: • Many CIO moves • Netherlands seems • somewhat disconnected “almost 24% looking for new jobs”

  27. What was not in the survey ? What was not in the survey ? • Cloud computing • Upcoming “consumerization” of IT (Google, Apple, “personalisation” of equipment) • Gaming • The security threats

  28. Some trends; Europe Some trends • E-skills Program (ILB, EuroCIO, European Commission) • e Competence Framework; • IT awareness campaign; need for “dual-thinkers” • EuroCIO Educational Offering • Business Schools • National CIO societies • CIO Academy Netherlands

  29. Some trends; The Netherlands Some trends • CIO-Platform (> 70 members) • Cooperation: ICT-Office - ICT Regie - CIO-Platform: • Streamline agenda’s • Common approach Government (ICT-Agenda) • WCIT 2010 • ICT Infrastructure for Scientific Research • Dutch Supernode; GRID computing

  30. Concluding remarks Some trends • CIOs become more visible • Recognition of “dual-thinkers” for business innovation • Boards still struggle with IT • Too low attention (also from CIOs) for breakthrough possibilities & technologies via cloud computing, SaaS (PaaS, HaaS), Application clouds etc.: • “The business forecast is cloudy !!”

  31. Alfred den Besten MarketCap International & COMvenience

  32. Collaboration ?

  33. Collaboration TRENDS & DEVELOPMENTS TRAFFIC & CONGESTION ENVIRONMENT ECONOMIC SITUATION INTERNATIONAL MARKETS WORKING BALANCE OUTSOURCING GLOBAL COMPETITION GLOBAL PRODUCTION PARTNERSHIPS TRAVEL & EXPENSES OF INFLUENCE ON THE WAY WE COMMUNICATE, WORK (TOGETHER) AND LIVE

  34. Collaboration VISION • “GOOD AND EASY COMMUNICATION LEADS TO EFFECTIVE AND PRODUCTIVE COLLABORATION AND A BETTER RETURN” • “BETTER COMMUNICATION MEANS BETTER COLLABORATION WHICH IS MORE EFFICIENT, AND THEREFORE DELIVERS MORE RETURN”

  35. Collaboration TRENDS & DEVELOPMENTS • Current market situation increases focus on: • Cost reduction • operational efficiency • personal efficiency • (environmental) conscious business • maintain the working “pleaser” • These elements have a direct impact on the professional and her/his workplace/workspace. • The New Way of Working (“Het Nieuwe Werken”) and the necessary tools make The High Performance Workplace possible.

  36. Collaboration THE NEW WAY OF WORKING • “Work is an activity and not a place” • “The work comes to you versus you go to your work” • “Be able to work independent of place and time” • “Optimal usage of communication and collaboration” • TNWoW must contribute/lead to: • decreasing costs • increasing productivity • strengthen the (market) position of the organization • bring back the fun in communication • TNWoW is not a toolset, it’s a vision! • don’t just buy technology • (firmly) rooted in the organizational processes • start with a vision and from conviction

  37. The New Way of Working SOME FACTS • Employees who communicate more efficient, achieve more. Bottom line, communication is a Key Performance Factor. • Overall 34 percent of the employees gains inspiration and ideas for work while communicating with friends and family (factor4index.nl). • While searching for a new job employees are more interested in the organizational culture, salary is a less important factor (Johnson & McElhenie). • Working mobile leads to better quality and performance (managersonline.nl). • Outworkers are (compared to office workers) more satisfied, more loyal and more proud (WallStreetJournal). • When 20 percent of all external business meetings is replaced by videoconferencing this naturally will save up to 20 percent of all business traffic which will reduce traffic with 2.7 billion kilometers (awvn.nl).

  38. The New Way of Working VISION • Communication and flexible access to and distribution of documents and data are the basis of TNWoW • Excellent and flexible communication: • “viewing” what the other says, indicates and what it really means: visual and non-verbal communication • simple, intuitive, fast: ease of use • Efficient and productive collaboration: • simple and fast access to data, documents, information, news • independent of place, time and network access to the workplace • collaborating, reworking and sharing of documents • Be more productive: within the same timeframe with better quality and more fun, more satisfaction and sufficient time for creativity

  39. Generation Y • There are 3 generation employees: • G1: 50 years or older • G2: 30 to 50 years old • G3: 30 years or younger • Overall app. 60% of the large enterprises don’t recognize the “generations” and their different levels of technology acceptance, adoption and (efficient) usage. Especially IT management doesn’t recognize and/or acknowledge the generation differences.

  40. Generation Y • Born between 1980 and 2000 • Demanding and productive • Very knowledgeable/search experts • High expectations (themselves, others) • Focus on quality (money isn’t everything) • Serious workforce (but not all expenses) • Looking for self-development • Want to be responsible • Variance is a necessity • Working with intensity • High performance / High maintenance!

  41. High Performance Workplace • Overall 28% of all workspaces within large enterprises are “flexible” workplaces. • App. 47% of the workforce belongs to the “knowledge workers” category. • App. 43% of all tasks can be seen as “routine” activities, which means that app. 57% is more “ad hoc”. The past 5 years the percentage of “ad hoc” tasks increased significantly.

  42. High Performance Workplace • Overall 50% of all large enterprises makes use of Enterprise Content Management applications. But also 40% uses Team Spaces, Social Networks, Instant Messaging and/or Video Conferencing. • Imagine there is a 35% percent usage of Wikis within the large enterprise. And the market penetration of Social Tagging, Web Conferencing and Corporate Blogging is already above 25%. Times, they are changing!

  43. High Performance Workplace I: Low potential value / Low use of HPW; II: Low potential value / High use of HPW; III: High potential value / Low use of HPW; IV: High potential value / High use of HPW. SUBJECTS

  44. I Can’t See You!

  45. Visual Communication is Key

  46. Visual Communication

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