More information on the European union is available on the Internet (http://europa. eu). Cataloguing data can be found at the end of this publication.
It presents the latest data on the process of global technology development and future prospects based on strategic knowledge assets.
Data: Eurostat, OECD, Unesco, Science Metrix/Scopus (Elsevier. Notes:( (1) Tertiary graduates in science and engineering:(
i) Data is not available for China;(2) GERD: Shares were calculated from values in current PPS€.
4) Patent applications under the PCT (Patent Cooperation Treaty), at international phase, designating the EPO by country of residence of the inventor (s).(5) The coverage of the Rest of the World is not uniform for all indicators.
when compiling the data. 36.1 28.833.1 31.8 26.6 22.9 21.9 23.028.3 28.8 39.8 25.5 41.1 32.3 38.6 29.8 25.7 21.415.2 13.2 10.6 22.0
the data shows that the EU is still the main destination in the world, representing 1/4 of FDI inflows worldwide, twice the level of the US or China.
The most recent data (2011) is consistent with the overall finding of FDI data, namely of the EU's slightly falling but persisting world lead.
Stehrer, in the upcoming Innovation Union Competitiveness report 2013) EU (1)( 2) China United states India Japan Data:
2008 2010 2004 2006 2008 2010 EU-27 inward flows by partner bn EUR Data:
Foreign Direct Investments of European firms outside the EU Extra-EU FDI Outflows Data: OECD, Eurostat.
The service sector is excluded due to missing data. The size of the pie chart for each country indicates the total amount of R&d expenditure of foreign-owned firms in this country
The data presented illustrates the pre-crisis period. 6 As for the investments in research and innovation,
Extra-FDI Outflows Data: OECD, Eurostat. Source: DG Research and Innovation Economic Analysis Unit. 2004 2005 2006 2007 2008 2009 2010 2011 20%40%60%80%100%0
However, Chinese data is incomplete and has some methodological issues, which makes a comparison with data from OECD countries difficult.
The R&d expenditure of wholly foreign-owned companies in China was € 2. 4 billion in 2007.
Data: OECD, Eurostat, National statistical offices, DG RTD study calculations. Notes: 1) Firms from the European union spent € 774 million on R&d in Switzerland in 2007;
Swiss firms spent € 2. 47 billion on R&d in the EU-27 in 2007.2) Swiss data also includes the service sector;
data for China is estimated based on national sources and US and Japanese outward data. Figure 7:
Breakdown of Foreign Direct Investments by sector%of all extra-EU NACE sectors Data: OECD, Eurostat.
Other manufacturing (C15, C23, C27, C31, C32, C33) 12%13%15%15%17%23%Telecommunications Information and communication Manufacture of chemicals and chemical
The numerator is based on firm-level data by headquarter and the denominator on national data (firms operating in the country independently of the location of their headquarter).
8 When a country has several large multinational corporations investing in R&d worldwide (in the country and abroad),
these investments can be larger than the sum of R&d investments financed by the businesses registered in the country (BERD data).
Data: Eurostat, OECD, EU R&d industrial scoreboard. notes:(1) EU average does not include Croatia. 8 For a more extensive methodological note,
and Industrial Scoreboard datasets, see Azagra-Caro, J. and Grablowitz, A.,2008.12 Europe's compet it ive technology prof i l e in the global ised knowledge economy between the two data sets,
The data for the United kingdom is particularly interesting, since the overall R&d intensity in the country is much lower than in other EU Member States.
PCT data. Technology-intensive countries in North america and Asia are more strategic than the EU,
Data: WIPO PCT applications; data processed by the University of Bocconi, Italy. 14 Europe's compet it ive technology prof
i l e in the global ised knowledge economy Economic transformation addressing societal challenges may come from Asia Figures 10 and 11 below highlight the accelerating progress of Asia in transformative technologies linked to major societal
Data: Eurostat, DG ECFIN, OECD. Source: DG Research and Innovation Economic Analysis Unit. Notes:(1) Patent applications under the PCT (Patent Cooperation Treaty), at international phase, designating the EPO by country of residence of the inventor (s).(2) The estimation for the period 2011-14 is based on the annual
Data: WIPO PCT applications; data processed by the University of Bocconi, Italy. Data: Eurostat, DG ECFIN, OECD. Source:
DG Research and Innovation Economic Analysis Unit. Notes:(1) Patent applications under the PCT (Patent Cooperation Treaty), at international phase, designating the EPO by country of residence of the inventor (s).(2) The estimation for the period 2011-14 is based on the annual
average growth rate calculated for the period 2005-10. Figure 11: PCT patent applications addressing societal challenges Environment Environment-related technologies PCT patent applications (1) per billion GDP (PPS€), 2000-14 (2) 0. 2
Data: WIPO PCT applications; data processed by the University of Bocconi, Italy. 17 3. Potential of European cooperation in converging technologies for emerging growth markets Technology development is an important part of the supply side of innovation potential.
A more strategic focus of supply measures for technology relevant for growth markets has strong potential to foster high-growth innovative enterprises
Conclusions 24 Europe's compet it ive technology prof i l e in the global ised knowledge economy Azagra-Caro, J. and Grablowitz, A. 2008)‘ Exploring data on business R&d:
Key words cluster, convergent, creative, digital, IT, ICT, information technology, start-up, SME, district, transformation, innovation, digital economy, media, co--working, Introduction Based on findings from the Tech
and secondary data from existing studies enable us to probe the research gaps that we suspect exist.
the label‘tech'covers a wide spectrum from semiconductor design to smartphone apps with an observation that‘young software firms are geekier
Eze Vidra, head of Google's London Campus co--working space, has spoken of the pivotal role of London with the potential to become the leading start-up hub in Europe based on its access to talent
and digital processes 5 http://www. standard. co. uk/news/techandgadgets/google--chief--london--can--be--leading--hub--for--europes--tech--startups--9234955. html
Historical Evolution of Creative Clusters‘Clustering'is a term that can be applied to a variety of human, animal, biological and scientific states.
As a work study analyst in the early 1970s undertaking projects in London Telecommunications Region one of this paper's authors tramped up and down the streets of Bethnal Green, Clerkenwell,
and for more detail of Tech City's evolution, see Appendix‘A'.7 Rees, D. Personal recollections as an employee of UK Post office Telecoms 8 http://techcitynews. com/2014/06/10
Abandoned docks and industrial sites had decayed into tracts of wasteland breeding poor living conditions, crime and social problems.
Within this clustering the university and business enterprise may be supplemented by an incubation partner, typically separate from the main university campus and on the outskirts of the university town or city.
and CISCO at Google Campus, London where centres of excellence are spread out across thousands of miles and differing time zones.
Regeneration projects that may include transforming old work sites and buildings in to new enterprise space are gaining pace.
The organisational learning they may take from working with a phone app development company could be transferred
Plenty of published data describes size, growth rates, specialisms, successful cluster companies, and many other features but this doesn't necessarily equate with defining cluster performance.
Various credible sources have offered data and insights as we have referred to in this paper but we confidently speculate there remains unconfirmed relationships between aspects of cluster operation and economic outcomes.
These ranged from web--site and similar digital agencies to more technologically advanced start-ups from entrepreneurs who might otherwise have headed a few blocks south to take up the much higher remuneration on offer in the financial institutions of the City.
rows of clothes and people at laptops going about their business. Go back a week later and something will have changed in any vista that you recall from your previous visit.
'a collaboration between the technology, media and telecommunications industry, formalised by a limited company which is supported by the University of Bristol and Bristol City council.
Whilst the support of local councils and redevelopment agencies together with the leadership of site owner and developer Peel Group was important,
Primary References Economist, 21st Sept 2013, p 30 Tech Nation‘Powering the Digital economy'www. TECHCITYUK. COM https//www. gov. uk/government/news
‘Bournemouth Digital Pier'ESRC Report Dec 2013 http://www. standard. co. uk/news/techandgadgets/google--chief--london--can--be--leading--hub--for--europes
. and Alexander, V. 2012)‘ Cultural Value Networks Research Findings'Digital cultures Research Centre, University of the West of England URL:
Igniting High Growth for Creative, Digital and Information technology Industroes in the UK'CIHE Report URL:
Given that the innovating firm is at the core of national innovation systems, a better understanding of shifting innovation strategies at the firm level is of fundamental importance to the actions of policy-makers within the national innovation systems framework.
customers or specialists usually referred to as open source. These are all enablers of open innovation that coexist
most scholars share the core view that a country's NSI pursues some given goals,
corporate OI and its effect on NSI effectiveness therefore lie at the core of our analysis. Subsequently, we examine functions, processes or activities, following the functional approach.
this argument is consistent with the NSI core concept whereby multifarious efforts foster different kinds of collaboration and networking activity 39,40.
and bibliometric data 62. Generally speaking, such studies have detected most of the factors and mechanisms influencing the effectiveness of systems.
including blogs and internet-based communities 38. A typical example of using social resources to innovate is the popular phenomenon of open source software 71 and the current Threadless Community 72
revealing‘a third model'that draws upon extensive social resources to create valuable public knowledge. This model is termed the‘private-collective'model by von Hippel et al. 71
OI thereby generates a unique way of eliciting and coordinating the efforts of scattered individuals in an internet-oriented knowledge base.
such as the growing online social networks and other collaborative communities for knowledge exploration 36,94. Moreover, little work has been done on downstream networks exploiting existing knowledge 91.3.13.
Online social networks: Enlarging the knowledge exploration landscape The OI model stresses the importance of using a broad range of sources for innovation and commercialisation activities by firms.
Online social networks are used frequently by firms as one of these channels but NSI scholars have not heeded them enough to date 95.
An illustrative case of online social networks is the trend towards open source software 71. An oft-given example is the Linux Foundation.
Open source involves collaboration between firms, suppliers, customers, and policy-makers of related products to pool software R&d and generate shared technology.
Instead of the traditional extrinsic motivations, external innovators have strong intrinsic motivations such as reputation, fame, intellectual challenge, fun,
and interest 72. More recently, various online communities and hosted service webs facilitating co-operation
and knowledge-sharing among innovating firms, customers, and other interested parties, have been recorded in the literature 94,96.
Social online networks, such as open source software communities, offer valuable benefits for society by encouraging community members to share their knowledge.
One way for policy-makers to elicit social knowledge is by building a wide range of internet-based platforms to bridge business sectors
Online social networks may solve problems for current business development or pool ideas 97 for future business development.
and profit-seeking organisations are linked up in online social networks. Individuals are assigned carefully to certain communities, for example, those serving a given sector.
internet-based communities; innovation intermediaries. Next, NSI effectiveness can be boosted through greater labour specialisation in the innovation field.
why internet marketplaces for technology have not yet met the expectations, Creat. Innov. Manage. 17 (1)( 2008) 14 25.2 R. Kirschbaum, Open innovation in practice, Res.
Technologies, Institutions and Organisations, Printer, London, 1997.7 J. P. J. d. Jong, T. Kalvet, W. Vanhaverbeke, Exploring a theoretical framework to structure the public policy implications, Technol.
and specialisation in open source software innovation: a case study, Res. Policy 32 (7)( 2003) 1217 1241.37 H. Chesbrough, K. Schwartz, Innovation business models with co-development partnerships, Res.
a multilevel model for Open source innovation, Long Range Plann. 37 (6)( 2004) 591 610.71 E. von Hippel, G. von Krogh, Open source software
the analysis of patent data, Res. Policy 21 (1)( 1992) 79 93.75 A. Arora, A. Fosfuri, A. Gambardella, Markets for Technology:
Northampton, MA, 2006.82 K. D. Backer, Open Innovation in Global networks, OECD, Paris, 2008.83 OECD, Open Innovation in Global network, OECD, Paris, 2005.84 C
Manage. 20 (1 2)( 2003) 39 68.87 T. Y. Eng, Implications of the internet for knowledge creation and dissemination in clusters of hi-tech firms, Eur.
Sci. 17 (4)( 2006) 484 500.95 R. Cachia, R. Compañó, O. Da Costa, Grasping the potential of online social networks for foresight, Technol.
South american CIO Executive, IBM Tom Velema EMEIA IT Advisory Leader, EY Michael Golz CIO Americas, SAP Alexander Gornyi CIO, Mail.
leading Chinese telecommunications company CIOS Subject matter experts See demographics for a full overview of the research methodology.
Social media was in its infancy. For the CIOS I worked with, smartphones essentially provided email on the move and little else.
Cloud computing was hardly on the radar. For any CIOS wanting to introduce an innovative new application,
one of the first steps would be to build the necessary infrastructure internally. In today's more digital world
using social media platforms. Staff members wonder why their work tools aren't all available as mobile apps,
To do so, Born to be digital explores three core areas: How CIOS with the widest remit
and greatest responsibility those in highly IT-intensive industries differ from their peers What lessons CIOS can take from their peers who are leading the digital transformation efforts in terms of their core tenets and mindset
and greater influence About this report 4 Born to be digital 51%53%67%38%strongly agree that they are taking the lead in pioneering new digital approaches within their business. of CIOS within ITINTENSIVE industries are engaged highly on core strategic issues
IT-intensive industries Digital technologies including social media, the cloud, data analytics and mobile are rapidly emerging as disruptive forces for businesses across all industries, from retailers and banks through to carmakers and energy companies.
They are fundamentally changing the ways in which consumers interact with these companies, while also opening up new business models at the heart of these firms.
Most revealingly, a core subset of this group of IT-intensive IT leaders those who are engaged most strategically in their jobs were seen to stand out from their peers in terms of both influence and satisfaction.
Companies investing the biggest share of their overall revenue in IT typically IT companies, telecommunications firms,
Nearly 4 in 10 (38%)of CIOS in IT-intensive industries are engaged highly in core strategic issues delivering transformation
For example, these individuals have a close focus on the front office and innovation: 65%are engaged highly in helping develop new products
six core traits Our research shows that the elite CIOS leading digital transformation in their businesses differ in their mindset and thinking in six key ways.
a core set of digital technologies including mobile, social, the cloud and big data are transforming the way companies
and their customers interact. At the same time these technologies are releasing a wave of IT-led innovation,
This seems like a natural process within internet companies, which are born digital, but the digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves.
At Nykredit, a Scandinavian bank, half of the customer interactions now come via mobile devices explains CIO Lars Mathiesen, up from almost nothing just a couple of years ago.
Its new Kindle tablet, for example, has dedicated a button that connects users to a helpline attendant via video chat, bringing a human element back into a routine support function.
and transfer the data onto a smart phone to send to a health care provider. This is an example of how technology contributes to generate new revenues for our firm,
which are delivered largely direct to consumers via the internet, rather than through traditional retail channels.
The rise of the digital business A core set of digital technologies mobile, social, the cloud and data, among others are transforming companies at both an operational and a strategic level.
There are three core changes here: 3 1. Using digital to enhance traditional business models, such as moving from selling products to providing services Streetcar and Xerox are two examples 2. Transforming existing business models to offer new digital services such as 100flowers selling via Facebook
3. Inventing wholly new types of business models from virtual currencies in online games, to others selling its digital data In many cases,
digital has moved technology toward becoming the front end of the spear rather than the tail feathers,
as the CTO or chief data officer? In many respects, this depends on CIOS themselves, argues Bob Sydow, Americas IT Advisory Leader at EY,
and systems of engagement (revenue-generating and firmly in the front office). Exceptional CIOS can play both of these roles,
such as new interaction technologies like Google glass, he says. But Herz says the firm was originally set up like a standard IT organization because of its strong focus on sales, marketing and logistics.
To reset this, Herz has been given a direct mandate from the board to be an active participant in core strategic decisions.
I must manage to establish our firm as a software company and, if we can do that,
This is especially apparent in a core set of sectors including technology companies, banks and life sciences firms that already spend a high proportion of their revenue ON IT.
Section 2 It's easy to pick Facebook as a truly digital business. But there are companies of all sizes that are embracing digital,
This focus captures many of the firms that are using IT at the very core of their business banks, pharmaceutical companies, telecommunications firms, media houses and, of course,
what is common across all these companies is that IT is a core boardroom topic,
Technology (including software, hardware, IT services and e-commerce) Telecommunications Banking Media and entertainment Other Pharmaceutical and biotechnology 16%20%7%15%20%22%IT-intensive industry CIOS refers to the CIOS surveyed for this report,
from those sectors that have higher than average ratios of IT spending as a proportion of total revenue.
The computer code facilitates the commitments we make to clients, so the technology environment is strategically important to building
IBM's global-local IT transformation Diego Calegari Spanish South american CIO Executive, IBM As might be expected of a leading technology brand,
IBM is engaged deeply with digital. The company is transforming itself across the business including HR, sales and all other functions around a set of global tools based on digital technologies such as the cloud.
While its global CIO leads this drive by setting the global strategy and driving the overall rollout,
One such CIO is Diego Calegari of IBM South america: We are in the middle of this shift,
but the next phase of our local transformation will be to focus closely on mobile for our market,
He's now more closely engaged with the front office of the business, acts as the link between the firm's global IT strategy and its local implementation,
This recognition of the need for a broader palette of skills to draw upon, beyond any core IT competencies, is reflected also in the choices that many IT-intensive industry CIOS make with regard to their education and job experience,
This is true internally, where they have weaker links with core figures such as the CEO or CFO,
or the two within telecommunications. Much progress remains to be made, but the IT sector is clearly doing
digital transformation 51%Discussing business performance with the executive management team 53%17%Seat at top table Involvement in innovation 50%Relationships to succeed Focus on front office IT-intensive industry CIO
leading implementation of digital technologies such as cloud, mobile and analytics IT-intensive industry CIOS are more likely to hold a seat in the executive management team,
We find these attributes to be closest to the core set of skills and capabilities needed to drive the digital transformation,
what best enable CIOS to deliver on core business changes, such as the digital transformation now underway. 20 Born to be digital Six distinctive traits of digital-ready CIOS:
Bob Sydow, Americas IT Advisory Leader at EY, notes that one of the core capabilities needed for digital-ready CIOS is an intimate knowledge of the firm's business architecture,
Born to be digital 21 At the global software company SAP, for example, Americas CIO Michael Golz is clear on how digital has transformed the inner workings of the business.
the amount of automation and data-driven information that they use in their daily business is magnitudes bigger than just a couple of years ago,
the amount of automation and data-driven information that they use in their daily business is magnitudes bigger than just a couple of years ago.
or considering how social media can be used to reinvent customer service, and uncovering new data-driven insights.
My job is to find interesting new ideas and innovations, and bring them back to the CEO to discuss which of them could fit into our business,
Ru, the Russian internet communication and entertainment company. We don't trade in oil; we trade in innovation,
mobile and analytics within the business, compared with just 51%of IT-intensive industry CIOS. All CIOS focus on issues relating to business performance and IT budgets,
I spend at least 30%of my time on innovation, remarks the CIO of a major telecommunications operator in China,
Her work in using mobile and analytics to drive greater sales is representative of where this role is headed (see next trait for more).
Anonymous, CIO, leading Chinese telecommunications company Why CIOS and CMOS must learn to love each other not only at SAP Michael Golz, Americas CIO, SAP Jonathan Becher, CMO, SAP Case study Michael
respectively The americas CIO and global CMO at SAP, believe their functions have changed so fundamentally with the advent of digital technologies such as big data, mobile,
social media and cloud that marketing and IT have no choice but to forge ever closer relationships.
The single biggest trend for marketing is to be oriented very data, he says. Of course, this raises specific challenges in the interface between marketing,
whether it's data consumption, acquisition or analytics, people expect answers immediately. To deal with this, IT
The CIO of a major Chinese insurance company explains how her firm is working closely with the front office to give them the mobile tools they need to boost sales.
and mining of data captured, to gain greater customer insights and design more effective sales campaigns.
As a result, the executive management team has tasked now her with applying data analytics to generate new customer insights
and both its front-and back-end processes, says the CIO of a major Chinese telecommunications operator.
and making sure the front office understands what's possible. They also need to think differently in terms of integrating digital activities into their analog activities.
whether it's data consumption, acquisition or analytics, people expect answers immediately. To deal with this, IT
says Diego Calegari, Spanish South american CIO Executive at IBM, who explains that true storytelling requires a deep grasp of the core of the business and how it works,
in order to explain how it can change in future. SAP Americas CIO Michael Golz cites examples of CIOS he meets in his peer-to-peer customer conversations,
like the aerospace CIO who explains convincingly the impact of harnessing in flight sensor data to transform their business model,
or the medical device CIO who articulates the impact of information technology on their products to improve the well being of patients,
These CIOS clearly know their industry business processes, the value of collecting data from their products,
the business around monetizing that data, and creating value-added services. They know how to explain these new business models,
It's about your ability to go head-to-head with business executives in discussions about IT's role in changing the core of the business.
Diego Calegari, Spanish South american CIO Executive, IBM External Internal 26 Born to be digital Swanepoel has engaged sometimes external management consultants to help bring a fresh perspective on
what the core of the narrative ought to be: If you are working in IT all day,
The use of social media can also help to build a greater presence both internally and externally,
UCB's Herman de Prins, who prefers to keep work-related topics out of social media, uses his passion for cycling as a source for non-work-related updates and links them to technology,
For example, UCB's IT team deployed a new flash memory-based system that boosted the overall performance of the company's statistical programming by a factor of 20.
rather than on trying to squeeze limited gains from the company's core IT systems.
but the real spending is being redirected into platforms, around analytics, big data, mobility and the cloud or whichever area has the highest benefit for your company,
Like an ipad that even two-year olds can use by pure intuition, the success of digital transformation is defined by the simplicity of it plus a layer of abstraction.
but digging deeper reveals a much stronger core satisfaction with their positions and prospects. Across all elements of their jobs, they express greater satisfaction with their work than their IT-intensive industry peers do.
which is given vital how much this is a core part of their job: 60%find this strongly satisfying,
Anonymous, CIO, leading Chinese telecommunications company Darryl West, CIO, Barclays Group 32 Born to be digital Digital-ready CIOS are willing to leave their home turf.
The CIO of a major Chinese telecommunications firm explains how, having initially graduated in engineering, her career path involved her becoming the head of a non-IT department,
whether from their peers, external consultants, the print media, online webcasts or others. They are interested strongly in building their career upon management skills.
For example, Jeanette Horan, CIO at American IT company IBM, did a bachelor's degree in mathematics, before later adding an MBA to her qualifications.
Similarly, the CIO of a leading Chinese bank holds degrees in electrical engineering and in software
In the telecommunications sector, one in five of these leading CIOS hold a Phd on top of other qualifications.
Anders Thulin, the CIO at Swedish telecommunications firm Ericsson, had worked in consulting, at Mckinsey & Company.
the CIO at US computer company Oracle, is also the Vice-chairman of the Utah Technology Council,
And this is even more prevalent in telecommunications where 60%have taken up their current roles since 2010.
Group Software Services, Nedbank 2007 Advanced Management Programme, Harvard Business school 2005 2007 Divisional Director: Project & Programme Management, Nedbank 2004 Divisional Director:
, Inc 1998 2002 Global IT Director, SAP AG 1991 1998 Head of Information management, OTTO Group 1987 1991 Bachelor in Business & Information technology
2006 2009 Corporate Vice president Global Information systems Renault-Nissan 2004 2006 Vice president, Global Information systems, Nissan motor Co. 1997 2004 Head of Consulting Services, i2 Technologies 1996 1997 Director of Information systems
, Toshiba America Electronic Components 1986 1988 Assistant professor for IT, Universidade Estadual de Sao paulo 1985 1986 Anderson Consulting 1983 1985 Bradesco Brazilian bank
Ru 2007 2010 Deputy CEO, Media World (part of Rosbusinessconsulting) 2006 2006 Director of Software Development Department
Rambler Internet Holding 2000 2006 Developer, Senior Developer, Head of Mail Development Department, Mail. Ru 1995 2000 Computer science, Lomonosov Moscow State university (MSU) Lars Mathiesen Nykredit 2002 today CIO and Executive vice president, Nykredit 1997 2002 Executive vice president Retail Business
and Development, Nykredit 1991 1997 CEO Nybolig Retail Estate Agency, Nykredit 1982 1991 Various executive posts at Nykredit, primarily on the business side within Nykredit retail
DANSK IT 1975 1982 Master of Economics, University of Aarhus 1989 MDP program, Cranfield University Diego Calegari IBM 2013 today Spanish South america CIO Executive
, IBM 2010 2012 Latin america HR Transformation IT Leader, IBM 2006 2010 Spanish South america Integrated Supply Chain Leader, IBM 2002 2006 Global
Logistics Americas IT Leader, IBM 1999 2002 Various leadership positions in Global Logistics IT, IBM Latin america 1994 1999 Various positions in Global Logistics IT, IBM
Sanofi-Aventis 2001 2004 Vice president Information systems, Sanofi-Synthelabo 1998 2001 Director of Resources, Sanofi Winthrop 1995 1998 General manager Philippines, Sanofi-Winthrop
(ICAA) Bachelor of Commerce with majors in Accountancy and Computer science, Deakin University Herman de Prins UCB 2009 today CIO
however, will require you to build tight relationships across the front office starting with the CMO
across both functions and companies Be willing to take risks Widen your resume Tasks at a personal level Set up the right architectures for growth Get control of your data Set out the relevant standards Understand strategic alignment with the rest of the business Take a fast,
so you need a foundational architecture for mobile, cloud, data, applications, and so on. If you don't,
CIOS have been focused largely on application and infrastructure delivery, ahead of data. But a shift into the cloud reduces the emphasis on the application front,
and makes data far more important again. Digital transformation requires to radically simplify the business and to change the mindset around product development.
While it may make a lot of sense to move email and CRM systems quickly to the cloud,
it's a much more involved decision to know when to do the same for a company's core financial systems,
The research draws on a telephone survey of 166 (information technology leaders from a range of IT-intensive industries,
to add additional context to our data and findings. We focused on those sectors independently identified as being the most IT-intensive,
These sectors included technology (including hardware, software and other IT services), financial services, life sciences, telecommunications, online and e-commerce.
IT, telecommunications, life sciences and banking. 39 Highest qualification 1%15%23%9%Management Phd in management or business administration MBA Master's degree in management or business administration
49,999 22%50,000 and more 19%23%Software, hardware and computer services Banking and financial services 19%8%Chemical, bio-and medical technology 14%Telecommunication operators
and services Semiconductors and 8%telecommunications equipment 7%Transport and logistics Media and televison 4%10%Other E-commerce, internet and social media 6%Cable operators and services
The digitisation of everything: how organisations must adapt to changing consumer behaviour, EY, 2011.4.5 Facts about Chief Digital Officers, by Dave Aron, Gartner, 6 november 2013.5.
Digital data opportunities: using insight to drive relevance in the digital world, EY, 2011. Predictive analytics:
The digitisation of everything: how organisations must adapt to changing consumer behaviour, EY, 2011. Born to be digital 41 EY Assurance Tax Transactions Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services.
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