Jan Leen

1
(No Transcript)
2
Jan Leen t Jong Managing Director Harvey Nash
Nederland
3
Offer portfolio
Outsourcing
Professional Recruitment
Strategic Leadership Services

• Executive Search
• Interim Management
• Leadership Services

• IT Recruitment
• Finance Recruitment
• Contracting
• Permanent

• Offshore Software
• Development
• Contract Management
• BPO

4
(No Transcript)
5
ALBERT ELLIS CEO
6
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
7
The CIO as business leader
8
Personal brand

• 97 agree that the CIO needs a strong personal
  brand

Very Important 63
Quite Important 34
Not Important 3
9
The CIO as business leader
Leadership Communication Influencing
skills Change Management
10
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
11
Skills (1)

• leadership skills required in a downturn

12
Skills (2)

• 54 per cent suffer skills shortages

Project delivery 39 Business Analysis
39 Architecture 32 IT Strategy
28 Relationship 28
13
Outsourcing and offshoring (1)

• this year cost reduction as the main reason for
  outsourcing
• has leapt into the top slot

14
Outsourcing and offshoring (2)
Most important reasons to outsource
15
The future workforce
16
Collaboration Innovation
Metcalfes Law
17
The road to.
18
(No Transcript)
19
Peter Hagedoorn Former CIO Océ Chairman RvA
CIO-Platform Partner 3Align.com
20
Agenda
Agenda

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

21
Introduction of the speaker
Introduction

• Former CIO Océ
• Chairman Raad van Advies CIO-Platform
• Columnist CIO and CFO Magazine
• Program Director EuroCIO
• Partner 3Align

22
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

23
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
24
Responsibilities
Harvey Nash survey 2009

• Harvey Nash
• Budget
• Average 1-10 million
• 10 100 million- 1 billion
• 5 gt 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
25
Skills
Harvey Nash survey 2009

• Harvey Nash
• gt 54 skills shortage
• gt 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...
26
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
• gt 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

27
Innovation collaboration
Harvey Nash survey 2009

• Harvey Nash
• 86 asked to provide
• technology innovation
• 29 in a structured way
• 35 invest gt 8 in innovation
• 17 invest gt 15
• 87 obtain 5 - gt10 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
28
Outsourcing Offshoring
Harvey Nash survey 2009

• Harvey Nash
• Key outsource topics
• application development
• infrastructures
• application maintenance
• 50 ca. 10 of total IT budget
• 23 gt 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.......
29
Employment Career Compensation
Harvey Nash survey 2009

• Harvey Nash
• With Current Employer
• 30 2-5 years
• 37 gt 5 years
• 33 lt 2 years
• 79 satisfied (up !)
• still 24 want to move
• fresh challenge, move in
• business, change, Board
• Compensation
• 37 100.000-150.000
• 23 gt 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 gt 100.000
• Europe
• Many CIO moves
• Netherlands seems
• somewhat disconnected

almost 24 looking for new jobs
30
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

31
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

32
Some trends The Netherlands
Some trends

• CIO-Platform (gt 70 members)
• Cooperation ICT-Office - ICT Regie -
  CIO-Platform
• Streamline agendas
• Common approach Government (ICT-Agenda)
• WCIT 2010
• ICT Infrastructure for Scientific Research
• Dutch Supernode GRID computing

33
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 !!

34
(No Transcript)
35
Alfred den Besten MarketCap International
COMvenience
36
Collaboration ?
37
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
38
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

39
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.

40
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, its a vision!
• dont just buy technology
• (firmly) rooted in the organizational processes
• start with a vision and from conviction

41
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).

42
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

43
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 dont
  recognize the generations and their different
  levels of technology acceptance, adoption and
  (efficient) usage. Especially IT management
  doesnt recognize and/or acknowledge the
  generation differences.

44
Generation Y

• Born between 1980 and 2000
• Demanding and productive
• Very knowledgeable/search experts
• High expectations (themselves, others)
• Focus on quality (money isnt 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!

45
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.

46
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!

47
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
48
I Cant See You!
49
Visual Communication is Key
50
Visual Communication
51
Non Verbal Communication
52
Non Verbal Communication
53
Non Verbal Communication
54
Technology versus Vision

• Its not only technology or vision, its also the
  way it becomes a fully integrated part of the
  organization, the business processes, and the
  company mentality
• Its hard to collaborate with genetic
  organizational bureaucracy

55
High Performance Workplace
THE SPECTRUM
56
Video, Collaboration or All-In-One?

• The new way of communication, collaboration and
  with full flexible workplaces is called
• UNIFIED CONFERENCING

57
United Conferencing TM
58
United Conferencing TM
59
United Conferencing TM
?
60
Thank You!
QUESTIONS?
61
Interested in Het Nieuwe Werken, Unified
Conferencing Collaboration?

Just visit www.comvenience.eu
62
(No Transcript)
63
Robin van Raaij Senior Manager Information
Management Process Realisation RWE Energy
Nederland
64
RWE Innovation in practice
SUBJECTS

• Who is RWE?
• What is innovation?
• Innovator in action
• The energy to lead

65
RWE Group Structure
66
Who is RWE?
GLOBAL

• RWE is a leading Energy company in Europe
• Most important markets for generation, sales and
  trade of energy are located in Germany, UK and
  CEE
• 63,500 employees
• 48,9 billion turnover (2008)

67
Who is RWE?
ENERGY NEDERLAND

• Supplier of energy (electricity gas) on the
  Dutch market
• Established in Hoofddorp (main office) and
  Helmond
• 450 employees
• Turnover 2008 1.8 Bn
• Development activities of RWE in the Netherlands
• 1.600 MW coal-/ biomass fired power plant in
  Eemshaven
• Joint development with partners of onshore CCS
• 2.000 MW offshore wind park

68
What is innovation?

• Invention a new idea
• Innovation deployment of ideas
• Innovation is about people
• Cooperation
• Leadership
• Culture
• Innovation has nothing to do with how many RD
  dollars you have
• Its not about money. Its about the people you
  have, how youre
• led, and how much you get it Steve Jobs

69
What is innovation?
CHOOSE AND MANAGE

• Strategy framework for decision-making
• Project portfolio management setting priorities
  and monitoring progress
• Business cases a standard valuation of changes
  and projects
• Benefit management Realization of promises made
  in the business case using a benefit management
  plan, to be delivered latest at the end of the
  project
• Accountability promised results are part of the
  result targets agreed with a senior manager

70
Innovator in action
RWE INNOGY A SNAPSHOT
Overview

• RWE Innogy is bundling renewables activities and
  competencies across RWE Group
• Focus on profitable capacity growth in
  commercially mature renewable technologies
• Research Development and ventures to drive the
  development of emerging technologies
• Asset portfolio of 1.2 GW capacity in operation
  and 0.5 GW under construction (as of February
  2009)
• Project pipeline of 12.6 GW capacity (as of
  February 2009)

Business Area
Wind Onshore
Wind Offshore
Hydro
Biomass
New technologies
Key technology for capacity growth Focus markets
include UK, Spain, Germany, France, Italy,
Central-Eastern Europe
Key technology for capacity growth Focus markets
include UK, Germany, Netherlands
Run-of-river projects Development of hydro power
projects Focus areas are Central- and
South-Eastern Europe
Development of biomass (gt 5 MW) and biogas
plants Regional focus on RWE core markets and
South-Eastern Europe
Ventures and RD Emerging technologies Carbon
neutral generation Efficient energy storage
Focus and Strategy
71
Innovator in action
FOCUS ON RENEWABLES

• CO2 Hedge
• Sustainable improvement of the CO2
• balance of the RWE Group

Focus on Europe Choosing the right opportunities
as critical success factor
RWE Innogy

• Capacity target of 4.5 GW in operation or
  construction by 2012 translating into generation
  of 15 TWh/a in 2013
• Wind, Hydro, Biomass, new technology ventures
• 750 people in 10 countries (2/2009) a true
  European venture
• Excellent management of value chain through high
  quality people from all areas of the renewables
  sector

Technology Build on existing RWE technical/
contract risk management skills
Operational Excellence High availability and
understanding resource, e.g. wind speed
72
Innovator in action
ONSHORE AND OFFSHORE WIND ASSETS AND PIPELINE (as
of February 2009, pro rata)
Inoperation
Underconstruction
Pipelinestatus 1
Pipelinestatus 2
Pipelinestatus 3
Inoperation
Underconstruction
Pipelinestatus 1
Pipelinestatus 2
Pipelinestatus 3

• Onshore wind assets pipeline
• 593 MW onshore wind farms in operationand 91 MW
  under construction
• Onshore wind pipeline of 4.9 GW - 3 major
  contributors are UK, CEE and Italy

• Offshore wind assets pipeline
• 60 MW offshore wind farm (North Hoyle) in
  operation and 340 MW (Rhyl Flats, Greater
  Gabbard) under construction
• Offshore wind pipeline of 6.9 GW(among others
  Gwynt y Môr 0.75 GW and Triton Knoll 1.2 GW in
  UK, Nordsee 1 in Germany 0.96 GW as well as 1.8
  GW in NL)

Definition of pipeline status Pipeline status 1
Project consented, not yet under
construction Pipeline status 2 Prospects (not
consented) land agreements in place,
environmental impact studies commenced Pipeline
status 3 Identified opportunities sites
identified, but no land agreements initial
discussion on agreements
73
Innovator in action
OFFSHORE WIND ROAD MAP
2009
2010
2011
2012
2013
2014
2015 beyond
Nearshore
60 MW (33, since 2003) 1
North Hoyle (UK)
Rhyl Flats (UK)
90 MW (100)
Offshore
Greater Gabbard (UK)
509 MW (50)
Gwynt y Môr (UK)
750 MW (100)
Nordsee 1 (D) 2
960 MW (100)
Triton Knoll (UK)2
1,200 MW (100)
Inch Cape (UK)2
905 MW 3
NL Pipeline2
2 GW
Round 3 (UK)
In operation
Under construction
Under development
Bidding process
Percentage of RWE Ownership
( xyz )
1) RWE operates 100 of the North Hoyle wind farm
2) Construction dates to be confirmed
3) RWE percentage to be agreed
74
Innovator in action the corporate venture
organization of RWE Innogy
ENABLING NEW TECHNOLOGIES AND FUTURE GROWTH

• A leading driver of innovative renewable energy
  technologies
• Creating future growth opportunities
• New renewable technologies will be more than wind
• New business models will address customer needs
• New market segments will change renewable energy
  generation
• Bridging the scale gap between RWE and emerging
  businesses of potential
• interest
• Building portfolio of investments in European
  companies within emerging renewable technologies
• Acting as reliable partner for the management of
  portfolio companies, encouraging their success
  with financial, technological and management
  support

Voith Hydro Ocean Current Technologies
Topell
Quietrevolution
ReVolt Technologies

• Energy Storage
• Norway
• Revolutionary re-chargeable Zinc-air battery
  technology

• Ocean Current Power
• Germany
• Reliable 3 bladetidal stream turbine with 1MW

• Small decentral wind
• UK
• Electricity generation from turbulent winds

• Biomass
• Netherlands
• Torrefaction and pelletisationtechnology

75
Innovator in action
RWE AHEAD

• Micro- algae to be used in smokestack emission
  reducing the CO2 and usable as biomass to
  generate car fuel

• Together with Daimler AG, RWE shows a future of
  mobility. E-Mobility experiment is started in
  Berlin initially with 100 Smart electrical cars,
  to be extended with Mercedes A
• RWE build and operates 500 loading stations

76
The energy to lead
INNOVATION CULTURE

• Benchmarking and / or Best Practices
• Are all pigs equal?
• Creation of team is essential
• Recognise, acknowledge and use each others
  individual qualities
• Innovation and learning are key a success factor
• Its the People that make a success!

77
The energy to lead

• Innovate To succeed we must be BOLD but not
  RECKLESS, based upon strict investment criteria
  and financial discipline
• Success strongly depends on our culture, the
  capacity to cooperate and the leadership that
  everybody is willing to take
• BOLD but not RECKLESS means we dont always
  win...
• but we do always learn!

78
Questions?
79
(No Transcript)
80
Roland Steenvoorde Managing Director Executive
Search
81
Summary
IT Leadership Survey

• 11th IT Leadership Survey (1345 respondents)
• 3rd year in The Netherlands
• Input from Board of Advice CIO Platform
• 133 respondents (30)
• 1st year with overview per country

82
Summary
The Comments

• Profile 59 of the Dutch respondents are in the
  board
• Responsibilities key issue Cost Saving
• Skills 61 reported shortage
• Leadership Communicative and leading by example
• Outsourcing and offshoring established position
• Employment and Career Level of fulfilment rising
  again
• Compensation 81 satisfied or extremely
  satisfied.

83
Summary
Collaboration

• Becomes increasingly important
• Requires excellent communication
• Communication is more than a message
• Tools are available
• Proper use requires behaviour change

84
Summary
Innovation

• 86 have been asked to provide technology
  innovation
• spent on innovation remains fairly robust
• Goal of innovation is the creation of value
• 61 claims an ROI on innovation of 5 or more

85
To conclude
Will Strategic roles and business influence
expand?

• IT leaders who succeed with the following
• Continued project excellence
• The pursuit of business leading innovation
• The ongoing drive towards greater operational
  excellence
• The development of an outstanding pool of talent
• Will see that happen

86
(No Transcript)