Department of Digitalization
Upcoming CIO Talks
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Past CIO TALKS
How IT can lead in digital business transformation
How IT can lead in digital business transformation
Digital evolution is advancing exponentially. Businesses that cannot keep up will lose competiveness. IT can prevent this happening only by constantly, and swiftly innovating, so that the business can be "leading edge" rather than "trailing edge". The IT department needs to be proactively agile and light on its feet. To achieve this agility requires the CIO to have strong ties with both the main IT organization and the business.
COWI is in the process of establishing a dedicated team for digital transformation and believes its IT service culture is part of a recipe for success. Without this culture and a close business relationship, a lot of money will be wasted on failed projects. New and old IT groups need to collaborate, and it is critical that new group's don´t work in isolation. This requires a strong sense of direction and shared goals for everybody.
Claus Hagen Nielsen, Senior Vice President & CIO at COWI, and CIO of the year 2014 in Denmark.
Claus has an education in business and IT at Copenhagen Business College supplemented with Executive Leading Programs from IMD. IT leadership has always been a focus for Claus. As a 25 year old he started his career as an IT manager, and this led to several top positions in IT, for instance, prior to COWI, as VP at Danisco (now Dupont).
For Claus, IT strategy, governance, sourcing and optimization have always been important, and since joining COWI in 2010, it is exactly these elements that he has implemented.
Claus is father of four and married to Helle
Key challenges in the transformation of a retail bank
CIO talk with James Ditmore
The financial sector is undergoing significant changes and banking today is quite different from what is was a few years ago. In the wake of the financial crises, the public and regulatory demands for banks to be much safer and more trustworthy is mounting and the industry is struggling with structural changes and cost pressures. As today’s knowledgeable customer requires reliable 24/7 access to services that are integrated across devices and channels, this makes for highly competitive environment with little room for mistakes.
While these trends challenge the traditional banking model, they also present an opportunity. By leveraging technology to meet the customers’ demands, while reducing company costs and providing new capabilities and services that can yield competitive edge and new revenue streams, financial institutions can transform themselves to deliver world-class digital financial solutions to their
Jim Ditmore is the COO of Danske Bank Group. As a seasoned technology executive with a deep knowledge of technology best practice, he has turned several poor performing IT organisations into world-class shops. Jim has broad financial services and telecommunications experience in both smaller organisations as well as large corporations with global teams. He drives for operational transparency and data driven decisions by an empowered team and has a keen aptitude to ensure there is a clear understanding of business direction and customer needs in the business.
PAST CIO TALKS
Business leaders don't want IT experts....
CIO Talks with Michael Skånstrøm
Moving to a new operating model is not just implementing a series of activities; it is a fundamental shift in how IT thinks, acts and delivers value to the business. The demands on the CIO are changing rapidly in Lundbeck due to new requirements from business. In its preparation for the future, the company has set a strategic agenda that challenges the market perceptions, business models and ways of working. IT has a crucial role in the attainment of this agenda and it has been necessary to dramatically change the IT delivery model to prepare for the future challenges.
Michael Vasa Skånstrøm is the Vice President of IT and Group Sourcing in Lundbeck, one of the leading Danish pharmaceutical companies dealing especially within psychiatric and neurological disorders. The company, headquartered in Valby, Copenhagen, has a turnover of almost EUR 2B and approximately 6,000 staff in 55 countries.
Michael has had an extensive career within IT and the pharmaceutical sector, first in IBM as overall sales representative for Novo, as director of IT at Ferrosan and since 2000 at Lundbeck. He holds a Master degree from CBS and NYU and has completed the Senior Executive Program at Stanford.
Investing 1+ billion DKK in Health Care IT
CIO Talks with Per Buchwaldt
The health care industry came late to the digital change of its practices. But today the industry is probably one of the fastest moving areas in terms of information technology. Information technology becomes a part of solutions for patients and the technology is also integrated in the diagnostics and treatments of patients as well as supporting Health and Medical Records and the clinical processes. Supporting these developments, the new Healthcare Platform now being implemented by Region Zealand and Capital Region provides huge potentials to capitalize on information technology. The platform will meet the defined requirements for IT support of clinical and administrative work within the health care system in both the Capital Region and Region Zealand. The goals of the platform are treatment continuity and patient safety, efficiency improvements of clinical processes and workflows, and patient and staff satisfaction. The question is how an IT organization should handle these demands and the fast pace of technological change? On this and other related issues, Per Buchwaldt will give his thoughts.
Per Buchwaldt is CIO and member of the Corporate Management group of Region Zealand responsible for the Corporate IT organization. Corporate IT Services supports approximately 17,000 employees. Corporate IT delivers and runs IT infrastructure, Health Care IT and administrative solutions within Region Zealand – one of the five Danish regions responsible for running the public hospitals in Denmark. The Region supports 800,000 citizens with a wide range of services spread out across 22 cities. The Region runs seven somatic hospitals along with a variety of psychiatric services in the region. Region Zealand has a budget of around 15 billion Danish kroner (2 billion Euros).
Per is a longtime CIO. He started out as CIO in 1984 and has worked as CIO in the Energy Industry, in the Financial Services Industry and within the Professional Services Industry. Before joining Region Zealand in 2013, Per worked in Deloitte Consulting as Director serving the Health Care Industry and central government agencies. For five years Per Buchwaldt also headed the Danish IT Society, DANSK IT, as its chairman of the board. Per holds a Master of Science in Engineering (Operations Research) and a diploma from CBS (HD in Finance).
The future of digital service in the Danish public sector
CIO Talks with Lars Frelle-Petersen
The Danish vision is to create a more digital public sector that improves efficiency, frees up resources and modernizes service delivery. In the years to come the primary public service will be the digital service – and digitisation is no longer just a ‘nice to have’ add on.
By the end of 2015, as much as 80 per cent of written communication with public authorities will take place digitally and the next big steps will be the digital welfare. This transition to digital service is a major project of change that puts new demands on all of us. By demanding the Danish businesses and citizens to meet the authorities online, the public sector at the same time promises to deliver user-friendly solutions, high it-security and help for those who need it. Meet Lars Frelle-Petersen who will share his experiences with the implementation of the ambitious visions.
Lars Frelle-Petersen is the Director General at the Danish Agency for Digitisation (Ministry of Finance). The Agency for Digitisation was established in 2011 to speed up the digitisation processes required to modernise the Danish welfare society. The Agency is responsible for the Danish eGovernment strategy and responsible for the implementation of the government's digital ambitions in the public sector.
For the past 12 years, Mr. Frelle-Petersen has worked in the field of public sector digitisation; and he has been responsible for a number of large scale initiatives with regard to digitisation and public sector efficiency. Mr. Frelle-Petersen has also been Deputy Director-General at the Agency for Governmental Management (Ministry of Finance) and Deputy Permanent Secretary at the Ministry of Finance. Mr. Frelle-Petersen is Master of Science in Public Administration.
If you just can’t wait to learn more: www.digst.dk/nyhedsbrev
Paii – the first real mobile wallet in Denmark
The Smartphone as a highly capable personal device is becoming every persons preferred tool to manage their daily life. Among other important functions, the Smartphone is about to replace the physical wallet. In other words – every physical artefact in the physical wallet will soon be taken over by functions/apps/widgets/? in the Smartphone.
The wallet contains artefacts protected by various levels of security: Payment cards, receipts, citizen cards, travel cards, access cards, “coffee cards” etc. Previously such information systems and containers were protected in dedicated, closed systems. Nowadays multiple providers are supplying such services Over-The-Top (OTT) of standard communication systems.
The four Danish Mobile Network Operators (TDC, Telenor, Telia and 3) have decided to play an active role in the movement of digitizing the physical wallet. After more than one year of preparation, the joint venture 4T Mobile Payments “Paii” finally launched their first service mid February 2014.
The seminar will discuss why and how MNO’s are entering this new market, the market outlook for these services, market segmentation and technical considerations in various segments.
Peter Bredgaard, CEO 4T Mobile Payments, has since January 2013 been leading the new initiative on behalf of the four MNO’s. Prior to this position Peter Bredgaard has spent numerous years leading companies like: Unwire, Telia Networks, Tiscali and Sun Microsystems. Peter Bredgaard holds a Master of Science (EE) from the Technical University of Denmark.
End User Centric Development
CIO Talks with Henrik Amsinck
As the consumer is going Digital, Corporate IT in the LEGO Group is faced with new challenges in number of areas! Having left the age of Information Technology and entered the Digital Age, the old steady approach to IT development is being fundamentally challenged! The Enterprise Platform approach is running out of steam! What are the LEGO CIO’s (Henrik Amsinck’s) thoughts on and answers to this? Everybody talks about Mobility, Big Data and Cloud Computing – these are all challenges and opportunities at the same time, but out of the digital fog a new opportunity has risen.
Henrik Amsinck is CIO, Senior Vice President member of Corporate Management in the LEGO group. Henrik has been awarded the IT decision maker of the year by fellow CIO’s in Denmark and is known for his relentlessly effort to maximize the business proximity of the LEGO IT organization. Henrik executes a solid platform strategy based on the philosophy of the one brand company based on a global platform running global processes. Henrik holds a Master of Science in Economics from Aarhus and lives with his family in Aarhus, Denmark.
CIO Søren Kofoed Weeke - Danske Spil A/S
How we got sales department to demand an aggressive it strategy
Danske Spil was an old, well established, government owned monopoly. To some it was a traditional, dusty, hierarchical organization, which was not given many chances of competing in a free market. However, Danske Spil has managed to re-juvenile itself and is on the road to creating a totally digitized organization.
The talk will deal with the role of IT in facilitating this transformation through an aggressive sales strategy towards the rest of the organization, where the task was to create a business strategy raising the right demands on the IT function and at the same time utilized the opportunities.
Søren Kofoed Weeke, CIO, Danske Spil A/S. CIO in Danske Spil since 2010 with an it department of 70. Prior to Danske Spil, Søren was management consultant, 8 years Rambøll, and It director in Experian Denmark for 5 years. Søren is Datalog from University of Aarhus.
PAST CIO TALKS
CIO Talks: Torben Fabrin - Arla Foods
Setting a strategic business focus for global IT while ensuring delivery of core IT services
Arla Foods is a global dairy company with production facilities in 12 countries and sales offices in further 30 countries. Arla is among the seven largest dairy companies globally. Arla has invested heavily - and continues to do so - in IT to optimise operation and bringing Arla closer to customers and consumers. Consequently IT plays a vital role in Arla's 24/7 production as well as for electronic integration with customers. Arla has a constant appetite for utilizing IT further as a strong business enabler within the commercial area of the value chain, and as a mean to keep pushing the efficiency agenda in the supply chain. However, if issues within the core IT services surface, this will steal the agenda.
CIO of Arla Foods Torben Fabrin talks about Arla IT's current journey of shifting IT towards a strategic driven business focus.
Torben Fabrin is Chief Information Officer (CIO) in Arla Foods. Before joining Arla in 2010, Torben worked as CIO for Deloitte Denmark, where he was also a member of Deloitte's global CIO Council. Prior to starting his CIO career in 2004 Torben held several roles in management consulting in companies like Accenture and Deloitte. Torben graduated from Aalborg University in 1998 and holds a master's degree in Computer Science and Math. One semester was taken at Pretoria University in South Africa. Torben also spent a total of four years in the Danish Army as an officer including ½ year UN service in Sarajevo. Torben lives in Aarhus.
Leading transformation – how to drive transformation in a global IT organisation
In the cutthroat business of shipping, where margins are made and lost in a heartbeat, an IT organisation’s role is two-pronged: to enable the business to have seamless transactions with its customers, and to deliver tools to help the business differentiate against the competition. In order to ensure that the organisation successfully delivers on these requirements, it must have the ability to constantly transform itself. But how does a 1,000-strong global organisation form, storm and norm effectively?
CIO of Maersk Line Robin Johnson shares the journey he is taking as he drives transformation in a global IT organisation supporting the world’s largest shipping company.
Robin Johnson is Maersk Line's Chief Information Officer. Prior to joining Maersk Line, Robin was with Dell from 2005-2012 as EMEA CIO and then Global CIO, where he was responsible for global information systems, applications and technology infrastructure. He has also held a number of senior IT positions in the UK and the US for Marks & Spencer, Ernst & Young and Safeway during his 20-year IT career.
Robin graduated from Thames Valley University in 1989 and holds a degree in computer science as well as several management and industry qualifications. He has been a member of several advisory boards to technology companies, most recently in the data warehousing arena.
Robin is married, has two children and lives in Charlottenlund near Copenhagen, Denmark.
How to support innovation while trimming cost - The challenging role of being a CIO in JP/Politikens Hus
Per Palmkvist Knudsen
The media industry is being hit by digitalization like no other industry. Printed newspapers are losing subscribers at an alarming rate. And losing subscribers also means a drop in advertising revenue.
Media companies around the world are 'looking down the barrel of the empty Internet' trying to come up with profitable business models for selling news/content on-line and inventing new types of advertising and new offerings. Innovation and change has become absolutely essential to survival, and the IT function is constantly called upon to support new initiatives.
At the same time, to balance the books, cost reduction is the menu of the day, and not just today but also tomorrow. In an effort to cut costs, two of the largest Danish newspapers have decided to merge a substantial part of their production functions including IT. The CIO is Per Palmkvist Knudsen, who provided an account of these challenges and strategies for coping.
Global Security Challenge
Lars Fruergaard Jørgensen
Currently IT Security is one of the largest challenges effecting Global IT Organisations. Rapidly changing technologies along with expanding global networks introduce a host of new security challenges including attacks from hackers, malicious virus and industrial espionage. Furthermore, Novo Nordisk devotes approximately 15% of its revenue to research. For this investment in R&D to be effective, it is necessary to balance business agility with protective restrictions. This implies that the company needs to have a high level of alertness and quick response regarding security. Lars Fruergaard Jørgensen, who is CIO and Executive Vice President of IT, Quality and Corporate Development, informed about the security threat landscape and presented some elements in a strategy to minimizing risk.
Creation of a high performance IT function
The rate of change for the IT function seems to be much bigger than for any other company function. New technologies are coming at an increasing speed, IT is becoming a crucial part of any business process, new forms of organizing (outsourcing, cloud computing) are proposed as solutions, and top management seems to be blowing down the neck of CIOs asking for cost reductions, higher responsiveness, better security and new systems from their IT function.
René Munk-Nissen took over as CIO in Coop 1st October 2012 as and one of the first tasks was to review the IT function. René Munk-Nissen talked about his first 6 month as CIO in one of the most demanding CIO functions in Denmark, and how he had reengineered and trimmed the IT function to meet the demands of the Coop group.
René Munk-Nissen, 50 years, is a member of the group management in Coop with responsibility for IT. He has a very extensive experience from more than 25 years in IT. He has one of the broadest experiences in IT having held similar positions in no less than 8 different companies in 7 different industries in Denmark and abroad. Most recently, he came from a position as CIO in DSB. He has diligently handled tasks across the full IT landscape it in close collaboration with business, including large ERP implementations and several larger IT strategic programs.
Coop is one of the largest Danish companies with a turnover of approximately 50 billion DKK. It has approximately 36,000 employees, 1200 hundred retail outlets for the chains of Kvickly, SuperBrugsen, Dagli’ Brugsen, Fakta and Irma as well as the web-shops of coop.dk and Irma.dk. Coop has approximately 1.200.000 loyalty card customers.
Anders Brøns Petersen
Outsourcing has become a standard answer in many organizations, sometimes irrespective of the question! Due primarily to dramatically dropping transaction costs involved with buying instead of producing oneself, large as well as small companies are outsourcing functions and business processes, which we hitherto took for granted were if not core but at least vital to survival.
The IT function have pioneered this field since Kodak in a spectacular deal in 1989 outsourced all of its IT to IBM, Digital and Business land. And today, most IT functions have gone down that route. Many models have been tried, but it is also safe to say that experiences have been mixed. Very few companies are satisfied, vendors are changed as soon as the contracts allow, there are many conflicts due to changing demands, and comparisons of outsourcing contracts document that some outsourcing companies are paying as much as three times what others are paying for exactly the same service.
Why is it so difficult and what is best business practice?
Anders Brøns Petersen, CIO from Novozymes, have experienced the full process from the first outsourcing efforts after Novozymes was established as an independent company until today, where Novozymes is in what one might call its third cycle of outsourcing and off-shoring. He shared his experiences of what it takes to succeed with outsourcing.
Anders Brøns Petersen has got his Masters in Computer Science from DTU, and has spent his entire working life in the Novo group, first in the central IT functions in Novo and in Novo Nordisk and most recently in Novozymes, where today he is CIO.
In Novozymes he initially worked in a functions like finance, production, development, and production mainly in roles as business controller, project manager and internal management consultant. Last, but not least he joined the IT function as Head of IT in 2006 transforming IT into a process and business oriented function with a clear outsourcing and offshoring strategy.
The IT challenges in M&As has generally been neglected in practice and in our literature. This is surprising, because 2/3 of the 40.000 M&As globally fail to deliver the expected benefits, and 45 – 60% of the expected benefits are directly dependent on IT integration (McKinsey).
Danisco has been one of the successful companies in M&As over the years. Since Danisco was founded in a large merger in 1989, acquisitions and divestments of companies/business units has been a key capability. CIO Niels Molzen has played a key role in establishing this readiness to acquire.
The presentation discussed how to prepare the IT function for acquisitions and divestments up until Danisco was acquired by Dupont, and Niels Molzen gave his opinion of how he believes that Dupont will handle the IT integration of the former Danisco IT function.
2011- Retired. 4 board positions and member of SAP Independent Executive Advisory Council
2002-2011: CIO Danisco
1992-2002: Nordic Manager for leading gloab IT-companies: SAP (92-99), Siebel (99-01), Peoplesoft (01-02)
1976-1992: SimCorp A/S; different positions, ending with Managing Director.