Jan Leen ‘t Jong

Managing Director Harvey Nash

Nederland

Offer portfolio

OutsourcingProfessional RecruitmentStrategic Leadership Services

Executive Search

Interim Management

Leadership Services

IT Recruitment

Finance Recruitment

Contracting

Permanent

Offshore Software Development

Contract Management

BPO

ALBERT ELLIS

CEO

Harvey Nash Technology Services

Market leading position in Europe & USA

Unique 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

The CIO as business leader

Personal brand

“97% agree that the CIO needs a strong personal brand”

Very Important 63%

Quite Important 34%

Not Important 3%

The CIO as business leader

Leadership

Communication

Influencing skills

Change Management

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%

Skills (1)

“leadership skills required in a downturn”

Skills (2)

“54 per cent suffer skills shortages”

Project delivery 39%

Business Analysis 39%

Architecture 32%

IT Strategy 28%

Relationship 28%

Outsourcing and offshoring (1)

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

Outsourcing and offshoring (2)

Most important reasons to outsource

The future workforce

Collaboration & Innovation

Metcalfe’s Law

The road to……….

Peter Hagedoorn

Former CIO Océ;

Chairman RvA CIO-Platform;

Partner 3Align.com

Agenda

• Introduction• The Harvey Nash Survey 2009

– Observations & Comments

• What was not in the survey ?• Some trends:

– Europe– The Netherlands

• Concluding remarks

Agenda

Introduction of the speaker

• Former CIO Océ• Chairman Raad van Advies CIO-

Platform• Columnist CIO and CFO Magazine• Program Director EuroCIO• Partner 3Align

Introduction

Comments based upon:

• 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

Introduction

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”

ResponsibilitiesHarvey Nash survey 2009

Harvey NashBudget• Average: € 1-10 million• 10% € 100 million- € 1 billion• 5% > 1 billion• 42% report decline budget (sharp increase)• 25% report increase !• however: trend is decreaseAuthority & 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”

SkillsHarvey Nash survey 2009

Harvey Nash

• > 54% skills shortage• > 64% fear financial impact• shortage in:

project deliverybusiness analysisarchitecturetesting, security

• solving gap: more local• key skills:

working with businesscreating business valuemanaging 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...”

Leadership in a downturnHarvey Nash survey 2009

Harvey Nash

• aprox 72% experienced the 2000 downturn• important skills:

communicationleading by exampletransparencyshow 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: CIOdialogues about downturn

Innovation & collaborationHarvey 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 developmentsstrengthen 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”

Outsourcing & OffshoringHarvey Nash survey 2009

Harvey Nash

• Key outsource topics:application developmentinfrastructuresapplication 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.......”

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, BoardCompensation:• 37% € 100.000-150.000• 23% > € 150.000In 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”

What was not in the survey ?

• Cloud computing• Upcoming “consumerization” of IT

(Google, Apple, “personalisation” of equipment)

• Gaming• The security threats

What was not in the survey ?

Some trends; Europe

• 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

Some trends

Some trends; The Netherlands

• 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

Some trends

Concluding remarks

• 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 !!”

Some trends

Alfred den Besten

MarketCap International

& COMvenience

Collaboration ?

TRENDS & DEVELOPMENTS

Collaboration

OF INFLUENCE ON THE WAY WE COMMUNICATE, WORK (TOGETHER) AND LIVE

TRAFFIC & CONGESTION

ENVIRONMENT

WORKING BALANCE

GLOBAL COMPETITION

PARTNERSHIPS

TRAVEL & EXPENSES

ECONOMIC SITUATION

INTERNATIONAL MARKETS

OUTSOURCING

GLOBAL PRODUCTION

CollaborationVISION

• “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”

CollaborationTRENDS & 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.

CollaborationTHE 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

The New Way of WorkingSOME 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).

The New Way of WorkingVISION

• 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

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.

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!

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.

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!

High Performance Workplace

SUBJECTS 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.

I Can’t See You!

Visual Communication is Key

Visual Communication

Non Verbal Communication

Non Verbal Communication

Non Verbal Communication

Technology versus Vision

• It’s not only technology or vision, it’s also the way it becomes a fully integrated part of the organization, the business processes, and the company mentality …

• It’s hard to collaborate with genetic organizational bureaucracy …

High Performance Workplace

THE SPECTRUM

Video, Collaboration or All-In-One?

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

“UNIFIED CONFERENCING”

United Conferencing TM

United Conferencing TM

United Conferencing TM

?

Thank You! QUESTIONS?

Interested in “Het Nieuwe Werken”, Unified Conferencing &

Collaboration?

Just visit: www.comvenience.eu

Robin van Raaij

Senior Manager Information Management & Process Realisation

RWE Energy Nederland

RWE – Innovation in practice

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

SUBJECTS

RWE Group Structure

Who is RWE?

• 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)

GLOBAL

Who is RWE?

• 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

ENERGY NEDERLAND

CO2 Capture

CO2 Transport

CO2 Injection

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 R&D dollars you have…

• It’s not about money. It’s about the people you have, how you’re

• led, and how much you get it” Steve Jobs

What is innovation?

• 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

CHOOSE AND MANAGE

Innovator in actionRWE 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

Focus and Strategy

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 (> 5 MW) and biogas plants

Regional focus on RWE core markets and South-Eastern Europe

Ventures and R&D

Emerging technologies

Carbon neutral generation

Efficient energy storage

Innovator in actionFOCUS 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

TechnologyBuild on existing RWE technical/ contract risk management skills

Operational ExcellenceHigh availability and understanding

resource, e.g. wind speed

Innovator in action

0

400

800

1,200

1,600

2,000

2,400

2,800

3,200

3,600

ONSHORE AND OFFSHORE WIND ASSETS AND PIPELINE(as of February 2009, pro rata)

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

Onshore wind assets & pipeline> 593 MW onshore wind farms in operation

and 91 MW under construction> Onshore wind pipeline of 4.9 GW

- 3 major contributors are UK, CEE and Italy

Inoperation

Underconstruction

Pipelinestatus 1

Pipelinestatus 2

Pipelinestatus 3

Definition of pipeline status:Pipeline status 1 – Project consented, not yet under constructionPipeline status 2 – Prospects (not consented) – land agreements in place, environmental impact studies commencedPipeline status 3 – Identified opportunities – sites identified, but no land agreements – initial discussion on agreements

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)

Inoperation

Underconstruction Pipeline

status 1Pipelinestatus 2

Pipelinestatus 3

Innovator in actionOFFSHORE WIND ROAD MAP

Nearshore

North Hoyle (UK)

Rhyl Flats (UK)

Offshore

Greater Gabbard (UK)

Gwynt y Môr (UK)

Nordsee 1 (D) 2

Triton Knoll (UK)2

Inch Cape (UK)2

NL Pipeline2

Round 3 (UK)

2009 2010 2011 2012 2013 2014 2015 & beyond

750 MW (100%)

60 MW (33%, since 2003) 1

90 MW (100%)

509 MW (50%)

960 MW (100%)

1,200 MW (100%)

905 MW 3

2 GW

In operation Under construction Under development Bidding process ( xyz% ) Percentage of RWE Ownership

1) RWE operates 100% of the North Hoyle wind farm 2) Construction dates to be confirmed 3) RWE percentage to be agreed

Innovator in action the corporate venture organization of RWE

InnogyENABLING 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

Investor

Innovative technologiesGrowth

>Biomass

>Netherlands

>Torrefaction and pelletisationtechnology

>Small decentral wind

>UK

>Electricity generation from turbulent winds

>Energy Storage

>Norway

>Revolutionary re-chargeable Zinc-air battery technology

>Ocean Current Power

>Germany

>Reliable 3 bladetidal stream turbine with 1MW

Voith Hydro Ocean Current Technologies

Topell Quietrevolution ReVolt Technologies

Innovator in actionRWE 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

The energy to leadINNOVATION & 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– It’s the People that make a success!

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 don’t always win...– … but we do always learn!

Questions?

Roland Steenvoorde

Managing Director Executive Search

Summary

• 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

IT Leadership Survey

Summary

• 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.

The Comments

Summary

• Becomes increasingly important• Requires excellent communication • Communication is more than a

message• Tools are available• Proper use requires behaviour change

Collaboration

Summary

• 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

Innovation

To conclude

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

talentWill see that happen

Will Strategic roles and business influence expand?