CIO Straight Talk - Issue 2 - 30

area networks and 25,000 PCs and laptops. Pulling all of
this information and analysis together, I concluded that
we had old systems, obsolete technology and we needed
to give ourselves direct access to better skills.
Know the Different Elements of an IT Overhaul. The
legacy of the two merged companies, TNT and EGL, was
reflected in IT operations that were not very well
integrated. There was an urgent need to bring aspects of
the broader IT infrastructure up to date.
The challenge we faced manifested itself in four areas of
IT: operating model, applications, infrastructure and
people. What I needed to do very quickly was to establish
a strategy for the company that addressed the issues and
opportunities that existed in each of these four domains.
To transform CEVA’s IT function, we organized
ourselves into a more modern supply-and-demand global
operating model, that aligned us more closely with the
business and made the business side responsible for
driving IT requirements and demand. We globalized our
infrastructure and as far as possible, globalized as many
applications as we could and attempted to put people
closer to our internal and external customers. To highlight
our new alignment with the business, the new operating
model and the new view of what role IT plays at CEVA,
we decided to get rid of the word “technology” in the
name of the function and instead call it Information
Services and Solutions. “Solutions” are what we provide
for CEVA’s customers, “Services” are what we provide to
our internal customers.
On the applications side, we set about establishing key
strategies in our back office systems, our warehousing
systems and our transportation and management systems,
all aimed at standardizing the applications we use in each
of these areas. We also kicked off a major business
process re-engineering project. It is about transforming
and standardizing our business processes across the
freight forwarding business with the objective to achieve
best-in-class customer service and improved margins.
In the infrastructure area, we focused on standardization
and consolidation across the world (e.g., six data centers
instead of 19) to drive down cost and improve service
levels. We have also decided to replace a few of our
processes with those developed and managed by HCL.
For example, we use HCL’s Remedy system in our
service desk, we use their approach to ITIL and we are
about to move to a managed service for many parts of our
infrastructure that will leverage HCL’s processes.

Match Talent and Task. We took a good look at where
our people were located, where we got value for our
money and where we had the right access to skills with
new technology capabilities. That is what originally led us
to HCL. We developed a sourcing strategy that segments
IT roles into four categories. The x-axis defines whether
or not they deliver a competitive advantage to CEVA and
the y-axis is about whether or not it can be done centrally.
Roles that do not provide competitive advantage and can
be performed centrally are those that were moved to HCL.
Having a transparent sourcing strategy helps in motivating and encouraging our people to invest in upgrading
their skills and pay attention to their career development.
This is consistent with CEVA’s overall strategy of investing in developing talent from within. One of the targets we
set for ourselves is that at least 80 percent of our management hires come from within CEVA and we are currently
exceeding that goal.

The CIO as All-Purpose Leader
I have given a lot of thought over the years to what kind of skills
and experience someone needs in order to move as a leader
across functions. I have concluded that the skills and
experience needed are in fact just the sort that are required to be
a good CIO – that is, knowledge of and experience with:
• Technology (this is a CIO’s bread and butter, but only that;
your technical abilities will not sustain you)
• Business process (CIOs have a rare micro and macro view of
the enterprise)
• Program management (who else in the organization has
managed something as complicated as the implementation of
an ERP system?)
• People – that is, providing them with inspiration and a vision
(some CIOs are good at this, others are not)
These skills sets – particularly the first three – are ones that
CIOs, by the very nature of their job, have a lot of experience
with. Get really good at them and you will no longer be reporting to Finance but to the CEO. (Curiously, the CFO by default
sits at the top table with little experience in any of these four.)
These skill sets are the ones that the heads of most functions
require these days. How do I know? After 11 years as a CIO, I
was given the additional role of head of HR. I had no professional training in HR, but I found that what I had learned in my
years as a CIO was just what I needed to perform in the job.

We decided to get rid of the word “technology” in the name of the function
and instead call it Information Services and Solutions. “Solutions” are what
we provide for CEVA’s customers, “Services” are what we provide to our
internal customers.

30

// CIO Straight Talk



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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