EcotyReport16_web

Orchestrating
Digital Leadership
The 2016 Digital Leadership Report
What’s next.
Empowered byOrganized by

Contents
Intro Hendrik Deckers and Frederic De Meyer........................4
Intro Nils Fonstad...........................................................................6
Alvaro, Teresa - Agenzia delle Dogane e dei Monopoli.........12
Alves, David - SONEA....................................................................14
Bal, Peter - WABCO.......................................................................16
Barsby, Anna - Halfords................................................................18
Bozzoli, Carlo - ENEL....................................................................20
Brys, Birgitta - Worldline Benelux...............................................22
Courqueux, Philippe - Cora.........................................................24
Cuypers, Erik - Maxeda.................................................................26
di Fransceantonio, Domenico - Fater Group...........................28
Escalé, Jordi - CTTI Catalunya ...................................................30
Figueiredo, João - Misericorda de Porto..................................32
Garcia Cebola, Sergio - HM Hospitales.....................................34
Gomez, Oscar - Grupo Prisa.......................................................36
Høeg Bonde, Torben - Vestas.....................................................38
Jordan, Phil - Telefónica...............................................................40
Klerkx, Arnaud - Sanoma..............................................................42
Martinelli, Mario - Sisal..................................................................44
Maumet, Laurent - SOITEC..........................................................46
Newton, Luis - Estrala Borough .................................................48
Saxe, Sebastian - SmartPORT Hamburg...................................50
van Hout, Michel - Transavia.......................................................52
Rob van Gijzel - Mayor Eindhoven ............................................ 54
About CIONET ...............................................................................59
About Cegeka ................................................................................59

Dear CIO,
The sixth consecutive European CIO of the Year Award is set to break some records. The
corporate finalists are operating in businesses that, jointly, represent over 160B€ in turnover,
with most of them well over 1B€. This posed a challenge to our traditional categories for this
award, where we used to make the distinction between large enterprises and medium enter-
prises. Instead, we have now chosen to base the categories on the geographical scope of the
finalists: those that have a global responsibility, versus those that have responsibility for fewer
than 5 countries.
In the Public Sector category the finalists represent two governments of flourishing regions,
the customs department of one of the leading trading countries in Europe and one of Europe’s
most important ports. In addition, the mayor of one of the world’s most innovative cities has
been selected as the inaugural winner of the Digital Leadership Award, in recognition of the
value of having all executives, in addition to CIOs, become digital leaders.
The award is meant to celebrate the exceptional achievements of digital leaders across
Europe. They all shape the future of their organization, preparing and guiding them through
uncertain times, toward a successful future.
What follows in this document are profiles of this year’s Finalists - all of whom have succeeded
in transforming and expanding their organization’s portfolio of digital innovation. They are role
models for future digital leaders across all sectors and functions.
But, as all of the finalists will stress, the nomination for the awards is first and foremost a
recognition of the teams working for and with the CIOs in shaping the future of their organiza-
tion. The IT divisions do not work in silos any more. The CIOs and their teams are morphing
into genuine orchestrators of digital transformation, across boundaries within and outside of
their organization.
The CIONET community is proud to have such leaders among its members, and is hugely
looking forward to celebrate future digital leaders in the coming years!
Hendrik Deckers Frederic De Meyer
Managing Director Research Director
CIONET CIONET

Orchestrating Digital
Innovation
Three Insights from Europe’s Most
Accomplished Digital Leaders
During the past years, more and more senior
management teams and Boards of Directors
are realizing that digitization is both an
opportunity and a threat. Digitization is an
opportunity to enhance operations; improve
products and services; create complemen-
tary products and services that integrated
with existing products and services offer
customers better and more comprehensive
solutions; and develop new business models.
However digitization is also a threat. If an or-
ganization does not offer its customers better
services or better solutions or new custom-
ers new solutions, then others will and are
already likely trying to do so.
To transform the disruptive potential of digi-
tization into competitive advantages, firms
need to expand their portfolio of digital inno-
vation. Chief Information Officers (and their
equivalents) have pioneered the necessary
transformations to deliver a broader port-
folio of digital innovations. In the process,
they are also helping to foster other digital
leaders within their organizations, because
expanding the scope and quantity of digital
innovation requires digital leadership from all
functions.
Each year, I have the privilege of talking with
each Finalist about what it took to create so
much value for their organizations. This year,
the focus of our discussions was on digital
innovation – specifically, on what new, ad-
ditional types of digital innovations do they
now have to realize and what were the critical
actions they took to ensure their organizations
could deliver and compete with a broader
portfolio of digital innovations. From these
discussions, three insights stood out most.

1.
Digital innovation is significantly more than
operations: while improving the productivity
of processes continues to be essential, to be
competitive, organizations must continu-
ously realize a portfolio of digital innovation
that is much broader than before and also
includes clusters of innovation that gener-
ate more revenue per product/service; more
revenue per customer; new revenue from
new customers; and a competitive employee
experience.
Operational excellence continues to be
fundamental, and many of the Finalists spent
a significant amount of their time helping
their organizations achieve that. However all
Finalists agreed that operational excellence
on its own is not sufficient for competitive-
ness. The new imperative for organizations
is to significantly expand their portfolio of
digital innovation. Many Finalists were proud
of having enabled new clusters of digital
innovation.
-- To create a truly digital and competi-
tive customer experience at Telefónica,
Phil Jordan and his IT Group focused on
achieving critical operational improve-
ments. As Jordan noted, “you can only be
Digital in the Front if you are Digital in the
Back.” Now, they are working closely with
the rest of the business on a variety of
customer-facing services.
-- At WABCO, Peter Bal and his team direct-
ed a 6-month effort of a global, cross-
functional team to develop a strategic
roadmap to boost the digitalization of
products and services, customer engage-
ment and the internal workplace.
-- At Worldline, Birgitta Brys and her col-
leagues lead a significant transformation
to provide higher quality and faster ser-
vices to key partners, as well as to their
common clients, the merchants (e.g., fast
and reliable installation of terminals).
-- At Vestas, Torben Høeg Bonde and his
team have been essential for leveraging
digital technologies to strengthen and
innovate services, such as better ways to
operate and maintain turbines, as well
as new business models drawing on
the data they collect globally from their
turbines.
-- At the Hamburg Port Authority, Dr.
Sebastien Saxe and his group are orches-
trating 21 separate projects, all connect-
ed through a new IT platform. They are
also integrating several of these projects
into a coherent solution for stakeholder
groups transporting goods to and from
the port to immediately learn about any
changes to multiple modes of transpor-
tation (e.g. railways, roads, and water) and
adjust their logistics accordingly.
-- Teresa Alvaro and her colleagues at the
Italian Customs Agency leveraged digital
technologies to simplify and speed
up customer-facing services, such as
clearance procedures. As a result, Italy

skyrocketed from ranking 37th to 1st (out
of 189 economies) within the “Trading
Across Borders” indicator of the World
Bank’s Doing Business Report – a crucial
indicator for Italian imports and exports.
More than ever before, several Finalists de-
scribed how they helped their organizations
create new business models.
-- At Sonae, David Alves and his team were
instrumental in launching a new business
model (Sonae Financial Services) and
Portugal’s first credit card launched by
company that was not a bank.
-- In Porto, João Figueiredo and his col-
leagues helped establish a brand new
business unit and source of revenue for
SCMP: a museum. They worked closely
with museum staff to ensure the latest
digital technologies optimized both op-
erations and the experience of visitors.
-- At HM Hospitals, Sergio García Cebolla
and the IT Group were instrumental in
developing a solution to improve the
experience of customers and their loved
ones of waiting during event such as
medical consultations, radiology proce-
dures, and emergencies. They developed
the solution at a third less than com-
mercially available alternatives, and have
since begun to commercialize it.
-- At Grupo Prisa, Oscar Gómez collaborat-
ed with colleagues in the Education unit
to offer a new set of educational services
in LATAM that leverage digital and part-
ners such as Apple, EPSON, Cambridge,
ETS, HP, Microsoft, and Google.

2.
Becoming customer-centric means two
things: Increasing both revenue per product,
by getting more customers to buy a product
or service, and revenue per customer, by
getting customers to buy more products or
services.
Closely related to the first insight is the
important insight that to become customer-
centric means more than addressing the user
experience of specific products and services;
it must also include piecing together products
and services in ways that are coherent and
help customers address life events. Who in
your organization is responsible for providing
customers with solutions to their life events?
Is your organization investing in clusters of
innovation that generate more revenue per
customer? If not, then the risk is that another
firm with draw on your products and services
as modular components of their solutions.
-- At Maxeda, Erik Cuypers and his group, af-
ter providing real-time visibility into inven-
tory, introduced kiosks for customers to
order products and have them shipped to
a given location. This resulted in the ability
for shops to sell more products than they
had in stock, and streamline the overall
stock and supply chain management.
-- At Sisal, the Italian gaming operator that
continues to strive in a fiercely com-
petitive sector, Mario Martinelli and his
colleagues have extended what it means
to be “customer-centric” from generat-
ing more customers per product to also
more revenue per customers. They have
focused on and succeeded in improv-
ing KPIs such as customer lifetime value,
which increased by 15% and ARPU (aver-
age revenue per user), which increased
by 10%.
-- Of utmost priority at Transavia was remov-
ing any points of friction from the per-
spective of customers. Michel Van Hout
and his group upgraded their website to
make it clearer, easier and more transpar-
ent to purchase tickets and check-in, to
sell extras (e.g. luggage, seat reservations,
insurance), and to sell packages (branded
fares). This in turn, helped introduce a new
business model.
-- In Lisbon, citizens of the Borough of
Estrela have Luis Newton and his col-
leagues to thank for improving govern-
ment services. The team’s priorities are
based on the belief that “the citizen is the
true sensor of smart cities” and, with the
help of digital technologies, have started
to re-structure local public services with
this new approach in mind, wasting fewer
resources and ensuring real problems get
prioritized and solved.
-- During the last government elections in
Catalunya, Jordi Escalé’s IT Group pro-
vided an app to follow the results. In just
a few days, the app had145K downloads
(a record in Spain) more than 4M views
from 130 countries and 4,7/5 stars on app
markets. The 27S App was considered
more user friendly and more frequently
updated than dedicated programs on TV.

3.
An organization is unable to be customer-
focused if it is not also employee-focused.
Several Finalists stressed the importance of
empowering employees to innovate their
workplace and making it a better place to
work, as fundamental to realizing a broader
portfolio of digital innovations. To be more
digitally innovative, most companies have
to transform the overall innovation process
from a traditionally linear, sequential hand-
off of responsibilities from one function
to another (where IT’s role is typically as a
order taker) to an iterative process in which
responsibilities are shared across multiple
functions, and end-users participate. These
new innovation initiatives demand even more
from employees. To compete on customer
experience, an organization must also have a
competitive employee experience.
-- At Enel, Carlo Bozzoli and his team
developed a successful program, 6Digital,
that accelerates the process of trans-
forming their organization’s culture into
one of digital innovation.
-- After reducing IT costs by 50% and trans-
forming the role of IT into an innovative
business partner, Laurent Maumet was
charged to lead a company-wide trans-
formation program, with the objective
of changing Soitec’s culture and the way
work gets done, in order to become a
“great place to work” and improve agil-
ity, efficiency and the firm’s capacity to
innovate.
-- At Fater, to develop better insights into
consumers and stakeholders, Domenica
di Francesantonio and his team, intro-
duced a program called “Become Digital
Natives.” The program focused on four
aspects: Digital Collaboration, providing
all 1400 employees with social media
tools to collaborate, share information
and manage projects; Digital Analysis,
integrating market, consumer and
shopper data into a single database and
making it available from multiple chan-
nels with a single click; Digital Marketing,
rapidly identifying the need for , and the
response to customized campaigns; and
Digital Commerce, creating a stronger
online shopping experience
-- To accelerate innovation at Sanoma
Learning, Klerkx and his team took a suc-
cessful bottom-up approach to promote
collaboration and re-use across tradition-
ally independent country units. His “co-
development strategy” consisted of first
developing a minimum viable product
(MVP) within one country in an agile way,
and then, if it was successful, scale it up
by rolling it out to other countries. To en-
sure synergies and respect local market
differences, they created the new tech-
nology capabilities based on a modular
architecture. Consequently, employees
produce a learning method 25% faster,
on average.
-- At Halfords, Ana Barsby introduced
career paths to ensure everyone in IT
had something to work towards. Every
role in the department now has 3 levels

of seniority, and people can select one
of two progression tracks, either through
management or through a technical
route. Barsby also enabled staff to cross
train into a completely different skill set.
In summary, for most companies, digitization
represents both threats and opportunities. To
mitigate threats of disruption and transform
opportunities into competitive advantages,
companies are realizing they need to de-
liver a portfolio of digital innovations that is
significantly more diverse than before. Just
a few years ago, in most firms, digital inno-
vation was limited to improving operational
processes. Today, digital innovation consists
of many more types. To grow revenues, it is
no longer sufficient to increase revenues per
product (i.e., get more customers to buy a
product or service); revenues per custom-
er must also be addressed (i.e., customers
buying more products and services from the
same company). To enhance productivity, it is
no longer sufficient to simply focus on mak-
ing individual processes more productive; the
employee experience must also be improved.
If a company does not take advantage of the
opportunities, others will.

12
Teresa Alvaro
ICT Director
Agenzia delle Dogane e dei Monopoli
(Italian Customs and Monopoly Agency)
ABOUT TERESA ALVARO
Graduated in mathematics, informatics branch, Teresa Alvaro
obtained the post-graduate specialization in International
Cooperation at the Public Administration Training School.
She gained thirty-year experience in IT systems both in the
national Customs Administration and in committees and
working groups within the EU Commission, the EU Council
and the World Customs Organization, thus contributing
to the draft of national and EU provisions on customs IT
matters. She is accountable manager for several projects
for technology/administrative innovation at EU and national
level (Customs Single Window, “Il Trovatore”).
ABOUT THE CUSTOMS
AGENCY INFORMATION
SERVICE
The mission of the Italian Customs Agency is to
improve relations with customers, to assure a high
quality and quantity standard of service, to reduce
waiting times, to simplify procedures, to improve
the layout of forms, to focus controls and verifica-
tions only on high risk situations, disseminate clear
and consistent information to maximise compli-
ance with fiscal obligations, to encourage the
responsible involvement of customers in customs
operations.
To this end, the Agency has already digitalized all
customs obligations. Furthermore, building on the
electronic transmission of Cargo Manifests (mani-
fests of incoming and outgoing goods) the Agency
is now heading towards the full digitalization of
the entire supply chain.
Each year the Customs Agency, acting on behalf
of the European Union, is responsible for the
collection of duties amounting to 20,000 billion
Euros. The Italian revenue of excise duties and
taxes on production and consumption amounts
nearly to 58,000 billion Euros.
ABOUT THE COMPANY
Sector:
Government
Activity:
Customs agency
Turnover (EUR):
70B
Employees (FTE):
10,760

13
A SELECTION OF ACCOMPLISHMENTS
-- In 2016, Italy skyrocketed from ranking 37th to 1st (out
of 189 economies) within the “Trading Across Borders”
indicator of the World Bank’s Doing Business Report – a
crucial indicator for Italian imports and exports. Alvaro
and her team were instrumental in this achievement by
orchestrating a Customs Single Window. This project
leveraged digital technologies to simplify and speed up
clearance procedures. They helped create “fast corridors”
by enabling multiple stakeholder groups along the supply
chain and associated controls to share key customs data
and integrate customs formalities with their own logistics
procedures. This in turn reduced customs clearance times
and allowed full traceability of incoming goods.
-- Related, in collaboration with the National Coast Guard,
they developed a “clearance at sea” (pre-clearing) proce-
dure, which involved the full digitalization of cargo docu-
mentation and integrating the data with the monitoring
system of the maritime traffic platform. When using the
pre-clearing procedure, import declarations can be sent
while the goods are still travelling towards the ports, thus
allowing customs to anticipate risk analysis and to clear
– before their arrival at ports – the goods that are not
subject to further controls. Pre-clearing is already active in
17 national ports.
-- In 2015, to reduce the phenomenon of counterfeiting,
Alvaro and her team also implemented successfully a
project named GLIFITALY, based on a simple idea: the par-
ticipating business attaches a QR code to its label to allow
consumers, in whatever country, to verify upon purchase
that the information on the label match the data in the
Agency’s web site. The project meets consumers’ increas-
ing needs for transparency and traceability of the goods,
and has also improved the protection of “Made-in-…”
products at national and international level. Thanks to the
significant orchestration and integration of multiple stake-
holder systems, GLIFITALY could be seen as a “model” that
can be extended and applied to all kinds of products from
whichever country, to protect the specific characteristics
that make those products unique.
-- The IT Group has been key to reducing inefficiencies in
the multi-modal circulation of goods and increasing Italy’s
competitiveness in the trans-European network by at-
tracting and protecting as much trade as possible.
MAJOR LEARNING & ADVISE
-- Continuous staff training to disseminate the culture of
PM and of process analysis within the organization, and
to allow personnel working in the IT structure to develop
adequate knowledge on methodologies, tools and tech-
niques typical of PM and process analysis.
-- It is essential for the organization to be sufficiently mature
to face changes. In view of this, CEO’s should assess the
maturity degree of their businesses by means of one of
the many models available (the Italian Customs Agency
applied the PRADO PM Maturity Model) and then imple-
ment the ensuing improvement tracks.
-- To ensure the success of innovations, Alvaro has de-
veloped a three-phase approach: a) all innovations are
shared with all the stakeholders involved (both within and
outside the organization) before their implementation; b)
a “simulation” operational system identical to the real one
has been developed, to allow stakeholders to rehearse
the new procedures/innovations before they are actually
implemented; c) all provisions supporting innovations are
published only after the relevant IT processes have been
defined in detail (no “click-day” risks).
-- Evaluate the opportunity of exploiting the knowledge
potential of open/closed-source web information.

14
David
Ferreira Alves
CIO
Sonae
ABOUT SONAE
Sonae is a multinational company
managing a diversified portfolio of
businesses in retail, financial services,
technology, shopping centers and
telecommunications. Present in over 70
countries and with about 40 thousand
employees, Sonae is recognized as an
organization that works based on trust
and a contributor to a more prosper-
ous, more fair, more ethical and more
sustainable society.
Its mission statement is to create
economic and social value in the long
run, taking the benefits of progress and
innovation to an ever increasing num-
ber of people.
ABOUT DAVID FERREIRA ALVES
David Ferreira Alves is Chief Information
Officer of Sonae, Executive Board
Member of Sonae Modelo Continente,
being responsible for the following
portfolios: Information Systems, e-
Commerce and Modelo Continente’s
Non-Food Commercial Business Units.
He is also president of FINCO, the
Information Technologies Forum of
Sonae companies.
With a degree in Management by
Economics School of Porto´s University,
he has attended many executive pro-
grams at the Harvard Business School,
IMD and also London Business School.
Along his professional experience,
David Ferreira Alves was also Executive
Board Member of Optimus (the tel-
ecommunications company of Sonae
group) responsible for Marketing,
Private Commercial, Mobile Internet,
Multimedia Services and Infrastructures.
He has an extensive experience in the
areas of Marketing and Sales, as he
headed at Optimus the Big Surfaces
Direction, the Personal Business Unit
and also the Marketing & Sales Business
Unit SMEs. Before joining Sonae, David
Ferreira Alves worked in various areas of
Procter & Gamble Portugal.

15
-- Alves led the transformation of Sonae’s IT unit, about
500 people. In March 2015, a new brand and image was
launched, as well as a new operating model. Now called
Business Information Technology (BIT), the team is or-
ganized around three clusters of services (Think; Deliver;
Run) that are complemented by a set of vertically inte-
grated areas that embody bimodal IT (BI, Digital Channels,
Infrastructure and Workplace). The new structure was less
hierarchical, giving more employees the ability to chal-
lenge, lead, collaborate, focus on business, and overall, be
more passionate about work. Nine months later, the whole
group was moved to brand new offices, further transform-
ing old roles and re-enforcing new ways of leading. For ex-
ample, the offices consisted of open spaces with hot seat-
ing - including for the CIO and members of the IT Board.
The results credited with BIT are significant and varied: the
amount of time members of BIT spend on strategic func-
tions increased by 112%; delivery lead time was reduced by
18%; spent on resolving problems dropped by 14%; internal
customer satisfaction rose by 23%, and the cost of doing
business was reduced by 11%.
-- In 2015, Alves and his team were also instrumental in
launching a new business model (Sonae Financial Services)
and Portugal’s first credit card launched by a company that
was not a bank. BIT played a central role in the process
design, architecture specification, program management
and implementation of solutions. Co-located with the rest
of the team in a “war room”, they helped design features
that differentiated their card from others and implement
the new business model in less than a year and with very
light capital, in comparison to similar launched. They were
also key in rapidly addressing specific aspects of Portugal’s
business and regulatory environment so that they could
and as a result, received a critical license from the Bank of
Portugal, as well as partner with other financial service pro-
viders to piece together a distinct and competitive offering.
-- There is no winning recipe, you have to constantly adapt
to the new contexts
-- If you want to be on top of your game you have to be en-
gaged with the different communities (business, partners,
tech hubs, academia)
-- The key to technological disruption will be the people and
not the technology
ABOUT THE COMPANY
Sector:
Holding
Activity:
Retail, Finance,
Technology &
Telecom
Turnover (EUR):
5B
Employees (FTE):
40,000

16
Peter Bal
CIO
WABCO
ABOUT WABCO
WABCO is the No.1 global supplier of
technologies and services that improve
the safety, efficiency and connectivity
of commercial vehicles.
From concepts to finished products and
beyond, WABCO has been developing
innovative systems to make vehicles
safer and easier to control since 1869.
Today, with an unbeatable list of indus-
try firsts behind it, WABCO continues
to pioneer breakthrough innovations
for advanced driver assistance, braking,
stability control, suspension, transmis-
sion automation and aerodynamics
for the world’s commercial truck, bus,
trailer, car and off-highway manufac-
turers. WABCO reached a turnover of
$2.6 billion in 2015.
ABOUT PETER BAL
Peter Bal joined WABCO in January
2007 as Chief Information Officer. In
October 2009 his position was ex-
panded to Vice President, Administrative
Process Optimization. Since 2015 he is
also steering the business digitization.
Prior to WABCO, Bal was responsible for
the delivery of technology solutions at
SWIFT, a financial industry-owned co-
operative providing messaging services
to most of the world’s banks. Previously,
Bal worked nine years at Belgacom, a
leading telecommunications company
based in Belgium, where he held a
number of senior IT leadership posi-
tions, including director of IT application
services. Before joining Belgacom in
1997, Bal worked for Alcatelin the fields
of IT applications development, office
automation and network services. Bal
started his career with IMEC, Europe’s
leading independent research centre in
the field of micro- and nanoelectronics
for ICT systems.
ABOUT THE
COMPANY
Sector:
Automotive
Activity:
Commercial vehicle
technologies
Turnover (EUR):
2,4B
Employees (FTE):
12,000

17
-- For the past 9 years, Bal has lead WABCO’s expansion
from IT service excellence over business process excel-
lence to digital innovation excellence, including new
business models.
-- IT Service Excellence: In 2008, during the crisis, reduced
operational costs by 33%, and since then, kept them flat
by improving productivity each year. In 2015, achieved a
record productivity of 11%. Continuously improved the
end-to-end availability of critical IT services from 99.89%
to 99.97%. Doubled the capacity of the internal IT team
thanks to insourcing of activities and using part of the
realized cost savings to extend the talent base.
-- Business Process Excellence: Created and leads a cross-
functional shared services center (India, Poland) that is
increasingly leveraged as a key contributor to WABCO’s
administrative processes excellence. Extended the shared
services to support all corporate functions of WABCO.
Today the shared services centre is 200FTE strong and
growing. As a result of prioritizing people management
and the use of advanced employee engagement con-
cepts, employee turnover has always stayed below 6%, an
excellent result in the challenging Indian and Polish talent
market.
-- Digital innovation: Directed a 6-month effort of a global,
cross-functional team to develop a strategic roadmap to
boost the digitalization of products and services, custom-
er engagement and the internal workplace. Afterwards,
received funding from the Board to realize the roadmap.
Today, 25% of IT capital spending and 3 top senior IT lead-
ers fully dedicated to digital innovation. Bal, for example, is
also responsible for a 200 FTE product engineering team
of a recently acquired European market leader called
Transics that focuses on fleet management solutions.
-- Mix humility with ambition: Avoid complacency to be open
to detect opportunities and build successful external partner-
ships. However, be ambitious – be an entrepreneur in your
organization.
-- Learn from the best: Invest in best practices sharing and ex-
change of experience and ideas with other IT professionals to
learn fastest from new developments, thereby, providing your
organization a competitive advantage.
-- Start at the top: Embrace the digital journey fully at the top and
dedicate a significant part of CEO and board time to it.

18
Anna Barsby
CIO
Halfords
ABOUT ANNA BARSBY
With a strong background in IT/Change leadership and
transformation, Anna is part of the Halfords senior manage-
ment team delivering a step change in capability to ensure
technology successfully enables an exciting future.
Before joining Halfords in March 2013, Anna has held roles
at TUI Travel, Sainsbury’s and PA Consulting; she also spent
five years as an independent consultant specialising in trans-
forming IT Departments, clients were Whitbread, Aviva and
the Financial Services Authority.
Anna is currently number 1 in the UK CIO100 list in 2015 and
also won the Women in IT CIO of the Year 2014.
ABOUT HALFORDS
Halfords is the UK’s leading retailer of motoring, cycling and
leisure products and, through Halfords Autocentres, also
one of the UK’s leading independent car servicing and repair
operators.
Halfords employs 11,000 colleagues and sells around 9,000
product lines in its 465 Retail stores, increasing to around
165,000 Retail products online. The Retail offering encom-
passes significant ranges in car parts, cycling products,
in-car technology, child seats, roof boxes and camping
equipment. Halfords offers customers expert advice and a
fitting service called We-Fit for car parts, child seats, satellite
navigation and in-car entertainment systems, and a We-
Repair service for cycles.

19
-- Barsby and her team succeeded in significant transform-
ing IT during a time of significant business growth. Over
the past 3 years they delivered a fundamental infrastruc-
ture, network and security transformation while delivering
substantial business change projects. Balancing ‘replacing
the foundations’ whilst building a ‘new set of houses’ was
a real achievement.
-- During the first phase of the transformation, the most sig-
nificant accomplishment consisted of building a new set of
capabilities in the IT team to integrate it more closely with
the business and introduce a ‘can do’ culture with a great
team spirit. When Barsby arrived at Halfords, business units
were buying IT for themselves, and IT was seen as an inter-
nally facing dept, not integrated into the business or aligned
to their goals. Barsby introduced a new set of roles, includ-
ing a Strategy and Planning team to own IT’s 3 year strategy
and ensure it gets delivered. The team includes infrastruc-
ture, solutions and data architects, as well as Security.
-- She also introduced career paths to ensure everyone has
something to work towards. Every role in the department
now has 3 levels of seniority, e.g., A Project Manager, a
Senior Project Manager or a Principle Project Manager.
The IT team now has 2 overall progression tracks, either
through management or through a technical route. And
she provided ways for staff to cross train into a completely
different skill. This has really boosted morale in the team
and provides significant growth opportunities for the
team, whilst keeping retention strong.
-- Next, after having created a clear IT strategy and 3-year
technology roadmap, Basrby and her team focused on
“Fixing the basics”. This fix was not so basic: it included
a significant SAP upgrade and move to a virtual private
cloud, improving hardware such as tills in all stores, vir-
tualising and relocating their server estate (moving from
9 locations to 4, removed 4.5 tonnes of server hardware
and saved £40k on electricity per year), new hosting and
security set up, and an overhaul of vendors and partners.
-- Now that IT has earned a more strategic role and fixed the
basics, it is ready to improve customer-facing processes
and experiences.
MAJOR LEARNING & ADVICE
-- Place yourself and your team at the centre of the busi-
ness, really understand it to enable significant change
-- Concentrate on outcomes not technology to realise the
breadth of change that can be enabled
-- Understand who the customer is and how their behav-
iours are changing, digital provides both challenges and
opportunities in reaching those customers and making
their interaction with your business different
ABOUT THE COMPANY
Sector:
Retail
Activity:
Cycling and motoring
retailer
Turnover (EUR):
1,3B
Employees (FTE):
10,000

ABOUT ENEL
As a truly global business, Enel is per-
fectly placed to open power around
the world. Its global reach extends from
Europe, to North America, Latin America,
Africa and Asia. Enel connects more than
61 million customers to more reliable
and increasingly sustainable power,
drawing from a net installed capacity of
more than 89 GW, about which 40 GW
from Renewable Energies. So Enel is an
established leader in renewable energy
production. Enel runs 1.9 million kilo-
meters of grid network, supplying the
largest customer base of any European
energy company. By combining its
unique scale and reach with new op-
portunities in a more connected world,
Enel is shaping the future of energy and
is committed to becoming a carbon-
neutral company by 2050.
20
Carlo Bozzoli
Head of Global Information and Communication
Technology
Enel
ABOUT CARLO BOZZOLI
Carlo Bozzoli was appointed Enel’s
Head of Global Information and
Communications Technology in July
2014. Mr. Bozzoli began his professional
career when he joined Enel in 1984,
starting at the Turbigo thermal power
plant before moving on to the business’
Rome headquarters in 1999, where he
worked principally in business process
reengineering.
Between 2000 and 2009 he took
up a number of positions in the ICT
Division, heading up the introduction
of SAP technology at Enel, the smart
metering project, IT Planning and
the Strategy, Performance & Quality
Management Function, before becom-
ing Head of ICT Demand and Delivery
for the Infrastructure & Networks and
Generation & Energy Management
Divisions.
Before taking up his current role he was
Head of Network Commercial Services
for the Infrastructure & Networks
Division in Italy, where he was respon-
sible for metering, energy balance,
energy traders management, grid con-
nection, billing and credit management,
service quality and customer care.
In his current position he is on the
advisory boards of several major
international vendors, CIO associa-
tions and the Management Academy
for ICT Executives at the School of
Management of the Polytechnic
University of Milan.

-- Rationalize and simplify the operational backbone: Bozzoli
and his team have been tasked to simplify the firm’s port-
folio of almost 1800 applications and almost 100 tech-
nologies. They are moving towards a hybrid cloud model
to provide Enel with a more robust, more flexible and
optimised management model in terms of cost. They are
also consolidating their partnerships with suppliers to bet-
ter leverage the innovation capabilities of suppliers. With a
stronger operational backbone, IT will enable other func-
tions at Enel to invent new ways to offer new and current
services and new ways to reach and retain customers.
-- Bozzoli and his team are in process of transforming Enel’s
Customer Relationship Management. Using Salesforce.
com, they are aiming to “fully digitalize” the relationship
with Enel and its customers. This process involves an am-
bitious rationalization of the application portfolio and the
migration to the AWS public Cloud.
-- Bozzoli and his team developed a successful program that
accelerates the process of transforming their organiza-
tion’s culture into one of digital innovation. The program,
6Digital, is multi-functional. It begins by identifying “evan-
gelists” throughout the world within Enel. These are em-
ployees who have strong digital skills, the attitude to share
knowledge and a creative view of the future. The program
will involve all the 70.000 Enel employees. The process
identifies multiple types of evangelists, such as Hackers
and Digital Gurus. Evangelists are then asked to participate
in Hackathons and reverse mentoring.: Enel thinks that
the digitalization of the company should come from the
internal. In this way Enel is trying to enhance digitalization
thought bottom-up sharing of competences.
-- The reverse mentoring project is a program of 6 months
in which each mentor voluntarily should promote a
discussion on different topics (digital tools, smartworking,
best practice, social.. etc) with each mentee, the first and
second manager level of our company.
-- Make sure to have strong Interaction between
ICT and Lines of Business’ to foster the digital
transformation
-- The ICT department must acts as digital enabler
promoting open innovation culture
-- Leverage on Internal Digital Champions
21
ABOUT THE COMPANY
Sector:
Utilities
Activity:
Energy provider
Turnover (EUR):
76B
Employees (FTE):
65,000

22
Birgitta Brys
COO
Worldline Benelux
ABOUT WORLDLINE
Worldline is connecting and secur-
ing transactions on a daily basis. With
its technological expertise covering
the whole payment value chain, and
with millions of highly critical transac-
tions running through their systems,
Worldline creates and operates digital
platforms that handle all the transac-
tions between a company, its partners
and its customers.
ABOUT BIRGITTA BRYS
Brys is COO of Worldline Benelux (previ-
ously Banksys), a global player in the
processing of electronic payments and
transactions. She has an extensive back-
ground in customer service and informa-
tion systems management and over 10
years of senior leadership experience.
Combining responsibilities within
Customer Service and IT has been at the
basis of her specific customer approach,
realizing operational excellence while at
the same time focusing on customer ex-
perience. Continuously building bridges
between stakeholders applying best
practices and developing sustainable
customer relations are her most impor-
tant objectives. Organizational transfor-
mation is done through harmonization
and business integration while forging
strong relationships.
Since September last year she is also
managing the international transforma-
tion program TEAM, a program that leads
to yearly efficiency gains by improving
the Worldline operating model, leverag-
ing resources & competences to benefit
from the strong market growth and
taking full advantage of the Worldline
organization, size and global reach.
She is a motivational leader, inspiring her
team to take initiatives, grow and im-
prove performances.
She holds a master in Physics of the
University of Antwerp, followed manage-
ment education and trans-constellation
programs at Vlerick and Solvay and the
Atos Gold Program at HEC University.

23
-- Transformed organization: To keep up with rapidly chang-
ing market & customer expectations required empowering
IT and customer services to define and implement in tight
collaboration with other parts of the business the “what”
and “how” of business & improvement programs/projects.
This required a complete transformation of the company
from a functional organization (Sales & Marketing, IT,
Customer Services) to a business line organization. The
transformation was led by Brys. By 2015, the company
consists of 3 lines of business where every business line
is responsible for its complete value chain: from Sales,
Product Management to IT, Operations & Customers
Services
-- Enhancing services for most strategic customers: At
the end 2014, Worldline created alliances with some of
its partners in merchant services. Services for Alliance
Partners required a complete transformation; the CIO led
the transformation. Today, Worldline is delivering signifi-
cantly high quality and faster services to Alliance part-
ners (e.g., clear and reliable monthly invoices) and their
common clients, the merchants (e.g., fast and reliable
installation of terminals). The Alliance model has been
so successful that it was extended to higher segment of
merchants (Key Accounts).
-- Developed “Fast Activation” to enable sales and field ser-
vice engineers to activate a new terminal at the Merchant
instantly and enables the customer to immediately use the
terminal, accept the desired payment schemes and the
collection process to his bank is initiated. These improve-
ments enabled Worldline to help its customers through
the “Threat Level 4 in Brussels” that followed the terrorist
attacks in March 2016. A “concept store” was installed in
a hotel just outside Brussels from which Field Technicians
could provide services to local merchants, many of
whom could not afford to wait until the city centre was
re-opened.
-- Platformizing & building bridges are key to transform
your organization and to be ready for the future
-- Include change and ambiguity in your management ap-
proach while finding the right balance between business
targets and operational excellence
-- Follow technological trends closely, hire innovation
specialists to follow market trends and be ready to act
towards your clients when the moment is there
ABOUT THE
COMPANY
Sector:
Finance
Activity:
e-payment services
Turnover (EUR):
327M
Employees (FTE):
1,000

24
Philippe
Courqueux
CIO
Cora
ABOUT PHILIPPE COURQUEUX
-- CIO of cora France since 2002 member of the executive
committee of cora since 2013
-- Supply Chain Director of cora from 2009 to 2013
-- Président Réseau Entreprendre Lorraine : association of
150 Entrepreneurs who help other
-- business creators. FrenchTech Lorraine : member of the
Board
-- Cigref : Club Informatique des Grandes Entreprises
Françaises : member of the Board
-- CIO of the year 2010 (excellence of the relationship
between IT and business)
-- Previously held positions in Aerospatiale (Airbus), France
Telecom (Orange) and Yves Saint Laurent
ABOUT CORA
Cora is a retail group of hypermarkets located in France and
elsewhere in Europe. Cora opened its first store in Garges
(Paris suburb) in 1969.Cora has now 59 hypermarkets in
France, mainly based in the East, the North of France and
around Paris.
The organization of Cora is really decentralized in order
to foster initiatives and responsibility at every level of the
organization. Being closer to the field, each team can be an
actor of progress. Each store can particularly shares experi-
ence and initiatives in a regionalized organization, with one
objective: be the best in its town.

25
-- In 2014, Cora launched a significant enterprise-wide
transformation program called “Cora Commerçant”. The
program was propelled by three ambitions, three pil-
lars: Customer Experience (“ambition client”); Employee
Experience (“ambition humaine”); and Economic
Performance (“ambition économique”). IT has been
instrumental to realizing and fostering all three. Going
forward, the motto of the program is Cora Connected
(“cora connecté”). The IT Group has focused on enabling
each employee to communicate, share information, be
informed and manage its own daily activities more easily
and in an autonomous way; enhancing customer ser-
vices and the experiences of customers; and attract more
talented people with very modern tools. As part of these
efforts, Courqueux and his team provided each employee
with tools and applications, several of which were devel-
oped internally.
-- In 2010, the IT Group developed internally a Point Of Sales
system that is now used throughout the company on ap-
proximately 3000 systems. That same year, they rewarded
by the distinction of “CIO Le Monde Informatique”.
Afterwards, they leveraged that system by enabling
employees to access it via their smartphones. With the
smartphone, an employee can check the availability of
a product in the store area and re-order it if necessary
without going back to the office. This has helped employ-
ees be more efficient and deliver better customer service.
Employees are also sharing best practices with each other
within and across stores. For several years now, they could
compare their results to each other in real time. Now, with
the smartphone they can easily share photos or com-
ments on how they did accomplished better performance
in their store. They have also developed brief video tutori-
als (“tutos”) depicting best practices and best processes.
-- To boost business performance in an economy that
is becoming increasingly digitized, it is necessary to
improve both our relationships with customers as well as
our employee’s satisfaction and efficiency.
-- It is imperative to automate the process of preparing and
deploying digital initiatives
-- Make sure to assist the end users in case of mass de-
ployment of digital projects.
ABOUT THE COMPANY
Sector:
Retail
Activity:
Hypermarket chain
Turnover (EUR):
4B
Employees (FTE):
16,000

26
Erik
Cuypers
CIO
Maxeda
ABOUT MAXEDA
Maxeda DIY Group is a market
leading DIY retailer that operates
376 stores across the Benelux
with nearly 7,000 employees.
Its Mission is to help and inspire
people to create the home of
their desires. Its Vision is to do
this as an integrated, modern,
market leading company with
four formats. Maxeda wants
to help and inspire people to
maintain, enjoy, decorate, reno-
vate and construct their homes.
Maxeda’s formats are customer-
focused, concentrating on
market positioning and customer
experience.
ABOUT ERIK CUYPERS
Erik Cuypers is an passionate and
enthusiastic CIO with over 30 years
experience in multiple industries. After
his studies in Mathematics, Computer
Science, Marketing and Management,
Erik lectured Marketing, was CEO
of Standard Publishing, and Head of
Communication at Ops & IT Banking
ING. Erik has been a successful CIO
in several companies, such as Group
Vanbreda, Thomas Cook and JBC.
Today Erik is Group CIO of Maxeda
DIY, known by Brico Plan-IT, Praxis and
Formido. Innovative and an excellent
communicator, Erik is characterized
by a true passion for Marketing and
Technology. He has led organiza-
tions through successful digital trans-
formation, especially in e-business
and Omnichannel.
Erik is an inspiring leader with a strong
business orientation always look-
ing at ways to improve organizations.
He focuses on the creation of value for
shareholders, customers and employ-
ees. Erik firmly believes in the human
capital of organizations and the lever-
age of empowerment: “Giving chances
to people to let them grow”.

27
Designed and enabled the successful transition to omnichan-
nel go-to-market at fashion retailer JBC. The central focus
throughout this redesign was customer centricity, mainly
serving as a competitive differentiator and optimization of
internal efficiency. The transformation consisted of four stra-
tegic pillars:
-- Rolled out an RFID network to provide real-time visibility
into inventory, with specific care about the accuracy of
the inventory data - all are crucial for the supply chain
flow and the customer experience. The new supply chain
process allowed partner and suppliers to use the platform
for direct fulfillment of customer orders. This resulted in a
quicker, more efficient delivery.
-- Create an efficient fulfillment strategy, including physical
and technological infrastructure and choices of which
parts to outsource or not. Accelerate time by which web-
ready products are brought to market
-- Developed a consistent “look and feel” of products
across all customer contact points. Within shops, intro-
duced kiosks for customers to order products and have
them shipped to a given location. This resulted in the
ability for shops to sell more products than they had in
stock, and streamline the overall stock and supply chain
management.
-- Rollout customer-centric analytics, which meant collect-
ing and streamlining vital data throughout the customer
journey with the brand. Within shops, implemented new
functions such as interactive mirrors in the dressing room
and the integration of smart watches.
The project was live and fully operational in just 18 months.
Redesigned the IT service delivery and culture in the organi-
zation. Installed a culture where ‘business is in the lead’ with
regard of IT projects and strategy. IT, however, is not a ‘butler’
function, but should foster an entrepreneurial mind-set.
-- Implementing omnichannel needs involvement from
every single business unit.
-- The transition to omnichannel is about changing
business processes, business models and customer
experience
-- But most of all, it is about implementing a digital culture
throughout the organization.
ABOUT THE COMPANY
Sector:
Retail
Activity:
Do-it-yourself stores
Turnover (EUR):
1,3B
Employees (FTE):
7,000

28
Domenico di
Francescantonio
ICT Director
Fater Group
ABOUT
FATER GROUP
For more than 50 years Fater has pres-
ence in Italian homes through its prod-
ucts: Pampers diapers and wipes, LINES
sanitary pads, TAMPAX tampons and
LINIDOR and DIGNITY incontinence
products. Since 2013, Fater acquired the
ACE brand (bleach and house cleaning
products), expanding its line of brands.
Today, Fater is an international com-
pany operating with the brands ACE
and Neoblanc in Western Europe, and
Central & Eastern Europe, Middle East
and Africa, and in Italy thanks to its
personal hygiene absorbent products. A
rare example, perhaps unique, of suc-
cessful joint venture over a long period
of time, Fater bases its growth on its
in-depth knowledge of consumers and
markets, combined with the application
of multinational work methods.
ABOUT DOMENICO DI FRANCESCANTONIO
Domenico di Francescantonio started
in the ICT world for the Generali Group
as a systems mainframe analyst to then
deal with web-related projects both
in terms of software development and
security.
He then joined Fater (equal joint ven-
ture partner with the Angelini Group
and Procter & Gamble with trademarks
Pampers, Lines, Ace) as a senior devel-
oper, project manager and successively
assumes the leadership of the nascent
team that deals with digital projects. In
2013 he received the national award
for innovation of SMAU/Politecnico di
Milano thanks to a digital-marketing
initiative.
He wins again the award for innovation
of SMAU in June 2016 with another
digital project.
During this assignment, in parallel to
the management and evolution of the
ERP SAP, he introduces in the company
some Open Source technologies and
the use of Google’s collaboration suite.
After working as leader of the area
related to infrastructure and innovation,
he became ICT Director of Fatergroup
in 2013. Related to this period are the
ICT’s integration of the manufacturing
facilities and foreign sites related to the
acquisitions of the new brands in Italy
and abroad.

29
-- Digital has to be seen as an integrated strategy of all
business departments. It is not a technology project but
a cultural one.
-- Our success is due to the fact that our team is com-
posed of young people who ‘live and breathe’ digital.
People come from all company’s departments and are
‘guided’ by the IOC.
-- Digital must become a point of the company’s score-
card. This way the focus of all the departments is always
oriented to achieve results.
-- Significantly enhanced agility, intelligence and customiza-
tion of digital marketing. di Francesantonio and his col-
leagues developed a powerful in-house platform “Code In
Bag” by cleverly reusing and building on existing capabili-
ties. One key aspect of Code In Bag is that each product is
printed with an easy to read code that provides data about
such as aspects as product type and the shop where the
product was delivered. Initially, customers were encour-
aged to participate in lotteries, where, if they entered a
code on the website, they could win one of several prizes.
Fater quickly doubled its database of customers (it now
consist of over 1.7M customers). In the process, it was able
to rapidly create much more targeted digital campaigns.
For example, if they learned that sales of a specific prod-
uct were dropping in a specific area and in a specific type
of store, they can now immediately send out a coupon via
SMS to customers in that area. The average of redemption
in of these targeted campaigns is greater than 20% - an
impressive success rate. The same platform enables Fater
to analyze the behavior of consumers, understand what
initiatives they prefer, identify which consumers are at
risk of switching to a competitor, and match much more
precisely a competition to the right person.
-- Strengthen the competitiveness of Fater by simplify-
ing processes, increasing their efficiency and transpar-
ency, and developing better insights into consumers
and stakeholders with a program called “Become Digital
Natives.” The program focused on four aspects: Digital
Collaboration, providing all 1400 employees with so-
cial media tools to collaborate, share information and
manage projects; Digital Analysis, integrating market,
consumer and shopper data into a single database and
making it available from multiple channels with a single
click; Digital Marketing, such as described above; and
Digital Commerce, creating a stronger online shopping
experience.
-- The project and the digital cultural growth is supported
by FATER GYM , a place in which to learn through games
with the technique of gamification.
ABOUT THE COMPANY
Sector:
Manufacturing
Activity:
Personal hygiene
products
Turnover (EUR):
915M
Employees (FTE):
1,400

30
Jordi Escalé
CIO
Government of Catalunya
ABOUT JORDI ESCALÉ
Jordi Escalé wants to be defined as
transformational leader. He has an
inspiring and charismatic leadership
with a broad knowledge about business
strategy. Having this strong business
orientation with great energy level, Jordi
creates the atmosphere that allows
people & organizations growth.
Jordi has a Bachelor’s Degree and
Master in Business Administration
M.B.A. in ESADE and a General Manager
Program in IESE.
First web in ESADE and first database
website in Spain were made by Jordi
in 1994. He joined Telefónica by taking
the eCommerce & eBusiness Managing
position in Terra and driving new op-
portunities of business focused on
growth and profitability and managing
the whole product development cycle.
Payment platforms, shopping malls,
FCBarcelona and Real Madrid websites.
Strategic Marketing in Telefónica and
Marketing & Innovation in Infojobs ac-
celerates his capabilities to discover the
business value of ICT.
Jordi is the leader of the Centre de
Telecomunicacions i Tecnologies de
la Informació (CTTI), the company
in charge of managing and provid-
ing all Information Technology and
Telecomunicacions services for the
Catalonian Government. Being CIO of
Government of Catalunya he achieves
outstanding results in efficiency, trans-
formation of ICT services and promot-
ing the ICT sector working with the
Government in this project.
ABOUT THE
GOVERNMENT OF
CATALUNYA
The Executive Council of Catalonia
or Government of Catalonia is the
executive branch of the autono-
mous Government, or Generalitat, of
Catalonia, one of the autonomous
communities of Spain. It is responsible
for the political action, regulation and
administration of the government of
the autonomous region.

31
-- Escalé has served as the CEO of CTTI and CIO of
Catalunya since 2011. In this capacity, he and his team
successfully designed and executed the New ICT Model:
Generalitat de Catalunya Innovative Sourcing Process
through Public-Private Collaborations. This has resulted in
reducing IT operational costs by 25% (from 609M EUR to
450M EUR) and the generation of new revenue of around
50M EUR per year. It has also reduced new platform ser-
vice delivery from 3 months to 1 day.
-- They had accomplished these results after a 4-year pro-
cess of transforming public services. By mid-2016, they
had almost completed the process of consolidating 42 old
data infrastructures down to 6; developing a new cloud-
based architecture and then moving more than two-
thousand applications to become “cloud first”; developing
systems that gave citizens greater access (omnichannel,
mobile, etc.) and transparency into public services; and
providing new tools to employees (collaborative, desktop
solution, printing anywhere) to be more productive.
-- They also orchestrated a new fiber optic network to all
towns in Catalonia, providing high capacity connection to
more than 4.000 sites (schools, hospitals, etc.); increas-
ing bandwidth by 25x; reducing costs by 83%; and overall
boosting the region’s competitiveness. Their efforts have
introduced the ICT Catalan sector with more than 1.000M
EUR of new investment and 3.200 new job openings.
-- The ICT transformation could be possible because
CTTI develop at the same time a project to change ICT
Governance developing new tools in less than 2 years and
changing organizational roles.
-- Complex transformation projects on communication
platforms, health and justice systems have been achieved.
As an example , CTTI change all Generalitat sites (>350)
technological platform to content open source solution.
The website Gencat.cat is the primary digital channel of
contact. The Transparency portal is also a new channel
to improve relationship with citizens and to create value.
144 transparency indicators have been implemented
(most recommended by NGO International Transparency).
Smartphones are considered the first digital channel for
interaction and information with citizens. During the last
government elections, CTTI provided an app to follow the
results. In just a few days, the app had145K downloads (a
record in Spain) more than 4M views from 130 countries
and 4,7/5 stars on app markets. The 27S App was con-
sidered user-friendlier and more frequently updated than
dedicated programs on TV.
-- Go for it, discover.
-- Digital disruption is not a technology issue. Relationship
with customers and employees, and information man-
agement are the key issues
-- Build opportunities to share between CIO and CxO.
Information is the raw material of new value.
ABOUT THE COMPANY
Sector:
Government
Activity:
Government of
Catalunya
Turnover (EUR):
420M
Employees (FTE):
200,000

32
João
Figueiredo
ICT Director
Santa Casa da Misericórdia do Porto
ABOUT SANTA CASA
DA MISERICÓRDIA DO
PORTO
MISSION: Founded on March 14, 1499,
The Santa Casa da Misericórdia do
Porto continues its mission to sup-
port the most vulnerable, is one of the
main players in the region in the areas
of Health, Social Services, Education,
Culture and Environment and is con-
stantly looking for new answers to the
new problems that society is facing.
VALUES: The action of the Santa Casa
da Misericórdia do Porto is guided by
the values of solidarity, Humanization,
Ethics, Social Responsibility, Innovation
and Cooperation.
ABOUT JOÃO FIGUEIREDO
Figueiredo is an innovative Business
Leader with more than 18 years experi-
ence managing state-of-the-art tech-
nology operations for Healthcare
Operations Unit of Santa Casa da
Misericórdia do Porto (SCMP), turna-
round and high-growth of full time job
as CIO of all SCMP, since 2013.
He is a talented Team Builder and
Technology Trainer, he has a Bachelor
in Informatics, a Post Graduation in
Healthcare Informatics, a Microsoft
Certified System Engineer Degree and a
Post Graduation in Managing Healthcare
Units and Services. He always has the
objective of delivering user-friendly
technology solutions that achieve/
surpass user experience, business
and financial goals. Astute Negotiator,
he likes to implement projects through
strategic partnerships, collaboration
and technical innovation. He is a Trusted
Advisor to senior executives.
Linking Technology with Multi-Site
Business Organizations to Build a
better future for all of SCMP. He is
Performance-Driven, Quality-Focused,
Customer-Centric and Financially
Robust Operations.

33
-- Figueiredo and his team have succeeded in ensuring that
SCMP, an over 500-year old organization, continues to be
a leader in applying the latest technologies for social good
of its diverse units, including, amongst others, 3 hospitals, 7
nursing homes, a private college, and an educational farm.
-- He and his team have taken a holistic approach in acquir-
ing, implementing and customizing systems, software,
networks and applications to meet a broad cross-section
of business, financial, engineering, HR and organizational
requirements throughout SCMP. They created a gov-
ernance system based in COBIT with minimal staff and
budget requirements and collaborated on financial and
operational audits to strengthen quality, upgrade network
security, expand risk assessment capabilities and control
user access.
-- Within the hospitals, the IT Group has successfully part-
nered with specialized service providers to develop
systems that help doctors and nurses minimize errors in
the introduction of information and maximise time health
professionals spend in caring for patient. Examples of new
applications include a system to optimize the manage-
ment of operating rooms and an integrated solution for
cardiology.
-- In addition, Figueiredo and his team helped establish a
brand new business model and unit for SCMP: a museum.
The team worked closely with museum staff to ensure the
latest digital technologies optimized both operations and
the experience of visitors. For example, they leveraged
systems to help with surveillance and the use of Internet
of Things on works of art for inventory management, se-
curity and to provide visitors with customized information.
They are using business intelligence to learn how to help
different types of visitors and increase customer satisfac-
tion, as well as location-based technology (e.g., beacons)
to implement a low-cost, easy-to-implement solutions
for indoor location-based services own location-based
experiences and share them with others.
-- Digital Transformation is here to stay so we must de-
velop solutions with disruption with the recent past
-- Drive organizational alignment with CIO: Innovate New
Technology
-- People Process Technology and Vision should always be
together: Orchestrate new initiatives
ABOUT THE COMPANY
Sector:
Social
Activity:
Health, Social
Services, Culture,
Education,
Environment
Turnover (EUR):
na
Employees (FTE):
1,500

34
Sergio Garcia
Cebolla
CIO
HM Hospitales
ABOUT HM HOSPITALES
HM Hospitals Private Hospital Group is the reference in the
Madrid region and in Galicia and the second group care
activity nationwide.
Directed by Doctors and more than 4,000 employees at
present, our goal is to provide quality medicine patient-
centered and based on attendance, teaching, research and
constant technological innovation, in order to offer our
patients and their families the best quality of care and access
to the latest advances in medicine ensuring excellence in
our policy of patient-centered medicine.
HM Hospitals currently has seven hospitals in Madrid, two
in Galicia and three care centers highly specialized
in Oncology, Cardiology and Neuroscience, plus fourteen
polyclinics. All the care centers work collaboratively to pro-
vide comprehensive management of the needs and require-
ments of our patients.
ABOUT SERGIO GARCIA CEBOLLA
Garcia holds a degree in Computer Science Engineering
from Antonio de Nebrija University since 2001.
He is a Master in Information Systems from Alcala de
Henares University. He started an internship for UNI-2
(France Telecom) and later worked for them as database
administrator, in 2001. By the end of 2001 He switched to
a Civil Engineering consulting company (PEYCO S.A.) that
was involved in the Spanish high speed train projects (AVE).
There he started as system administrator and ended up
managing the IT department. He joined HM Hospitals group
in 2004, starting as deputy IT director. Later, in 2007, he was
promoted to CIO, which is the position he holds nowadays.
He is managing the projects belonging to the area and its
three departments: CAU and Telecommunications, Security
and Systems, and Software Development.

35
-- While a significant part of the CIO’s time during the past
years was spent on integrating 3 acquired hospitals, an-
other significant part was spent developing in-house and
rolling out new platforms, such as HOSMA 2.0, HIS (hos-
pitality information services) and EMR (electronic medical
record). These platforms have proven to be fundamental
to the operational and innovative success of HM Hospitals,
from the perspectives of multiple stakeholder groups,
including the owners, clinicians and patients. For example,
the delivery time of clinical reports and test reports was
reduced from several days to immediate availability.
-- Using data to creating new business models while improv-
ing patient experience. Leveraging these platforms, García
set up a Business Intelligence team that works with other
departments at HM Hospitals to analyze and leverage data
from HIS and EMR, to identify opportunities and develop
solutions for improving the experience of both clinicians
and patients.
-- Within the Radiology department, patients now take fewer
diagnostic tests, since they have online access to past
images and reports and can share them with any physi-
cian of their choice, whether or not the physician is part of
HM Hospitals or if the patient is travelling and has to visit a
different hospital or specialist.
-- In another case, while improving the customer experience
of waiting, García, in collaboration with others, also devel-
oped a new business model. They developed an ad-hoc
system to improve the management of waiting times for
medical consultation, radiology procedures, emergencies,
admissions or ambulatory care processes at the hospi-
tals, under compliance of the Spanish Organic Law on
Data Protection (LOPD). The process allows a patient and
anyone accompanying her to obtain real-time informa-
tion about the different stages the patient goes through. It
also enables the hospital to measure the average waiting,
care and diagnosis times for each trial, thereby providing it
with data to optimize the process. Developed internally at
a third less than alternatives, the system is owned by HM
Hospitals and the group has begun to commercialize it.
Most important, the system has also improved the aver-
age waiting times at consultation and emergency rooms,
decreasing them by more than 18%.
-- Information is power. The ability to access the right infor-
mation in real time improves any business process
-- Stop considering ICT as a fixed cost. Every digital project
brings ROI for the company.
-- Understand that ICT is not an end but a mean. A mean
that allows us to improve the processes inside our
organization
ABOUT THE COMPANY
Sector:
Health Care
Activity:
Private hospital group
Turnover (EUR):
277M
Employees (FTE):
3,069

36
Oscar
Gómez
Director Organisation, Resources and Technology
Grupo Prisa
ABOUT GRUPO PRISA
PRISA is the world’s leading Spanish and
Portuguese-language business group
in the fields of education, information
and entertainment, thanks to its multi-
channel range of top-quality products.
Present in 22 countries, it reaches more
than 60 million users through its global
brands EL PAÍS, LOS40, Santillana.
As leader in General-interest Press,
Commercial TV, Music and Spoken-
word radio, Education, and Publishing,
it is one of the largest media groups
in the world with an extraordinary
range of assets. It’s presence in Brazil
and Portugal and among the grow-
ing Hispanic community in the US has
given the group an Ibero-American di-
mension and has opened up a potential
global market of 700 million people.
ABOUT OSCAR GÓMEZ
Oscar Gómez Barbero, holds a Master´s
Degree in Business Administration and is
an Engineer in Computing at Universidad
de Deusto.
In the private sector, he has
been a Managing Partner in
PricewaterhoseCoopers-IBM for Spain,
Portugal, Israel, Greece and Turkey.
General Managing Partner for Landata
Telecom, telecommunications engi-
neering company. In the public sector,
he has been General Director (CEO) in
Ferrocarriles Vascos, and Information
Systems Corporate Director in Red
Nacional de Ferrocarriles Españoles
(RENFE).
He currently holds the positions of
Organization, Resources and Technology
Director for Grupo Prisa and President
for Prisa´s Industrial Division – Dédalo
Grupo Gráfico.
In his last role, he has led the digital
transformation in the Information, en-
tertainment and education business unit
for the leading company in Spanish and
Portuguese speaking countries.

37
-- Gómez and his team were instrumental in helping vari-
ous business units within Grupo Prisa generate revenue in
sectors that were some of the first and some of the most
severely disrupted by digitization. In a period of 4 years,
Gómez expanded Grupo Prisa’s portfolio of digital innova-
tion from improving operations to also enhancing cus-
tomer engagement and developing new business models.
Whether in Media, Education or TV, IT is now an integral
contributor to the group’s EBITDA.
-- Two indicators which suggest the intensity of digital trans-
formation in Grupo Prisa in the last years (2011-2015) are:
Digital income has been multiplied by 2.6, increasing from
64MM to 167MM, and the total user have increased 43%
-- Under Gómez’s leadership, the IT Group has developed
the PRISA Digital Platform, an ecosystem of integrated
self-built and technological industry solutions, consisting
of more than 210 digital products and 380 mobile apps.
This platform has let Grupo Prisa achieve global digital
leadership position among Spanish-Portuguese Media,
Entertainment and Education Groups. In 2015, relative to
the year before, they increased a number of key monthly
indicators, such as the number of unique visitors per
month by 44%, to 126 M; the number of website visits
by 21.5% to 1,083 M (53.2% of which were made through
mobile apps); and the number of students attending
studies through their digital education platforms by 28.8%
to more than 800,000 students in +15,000 classrooms
around +20 countries. By 2015, 13.4% of Grupo Prisa’s
income came from digital nature products - a 15.9%
increase from previous year 2014.
-- In addition to developing the PRISA Digital Platform,
Gómez collaborated with colleagues in the Education
unit to offer a set of educational services in LATAM that
leverage digital and partners such as Apple, EPSON,
Cambridge, HP, Microsoft, and Google. In 2011, they
released Sistema Uno, an effort to change the essence of
classrooms essence by offerings services such as Ipads for
teaches and student as a didactic tool; tools for continu-
ous evaluation of teachers and students; a methodology
targeting the training of skills with didactic tools seek-
ing the effective performance of intellectual, emotional,
mathematical and reading skills; and didactic material
including textbooks, digital content, iBooks, audio, video,
problems and guidelines for teachers and parents training.
-- “Run away from the gurus” and trust the technological
function. Those are the ones that best know company
business and have proven a constant adaptation to
changes.
-- Technology is an essential lever to transform busi-
ness, its function must have the prominence that this
process requires.
-- Technology organization should migrate from its
current service provision function of technology to
the provision of business services. This entails a radical
change on its organizational structures and on the
approach of the activities to be developed.
ABOUT THE COMPANY
Sector:
Media
Activity:
Press, TV, Radio,
Education &
Publishing
Turnover (EUR):
1,5B
Employees (FTE):
10,168

38
Torben Høeg
Bonde
Head of Global IT
Vestas Wind Systems
ABOUT VESTAS
Vestas is the only global energy compa-
ny dedicated exclusively to wind energy
- improving business case certainty
and reducing the cost of energy for our
customers.
Vestas works in close partnership with
customers to offer the most effective
solutions towards renewable energy.
Its core business is the development,
manufacturing, sale and maintenance
of wind power plants – with competen-
cies that cover every aspect of the value
chain from site studies to service and
maintenance.
ABOUT TORBEN HØEG BONDE
Torben Høeg Bonde heads the Global
IT organisation at Vestas Wind Systems,
a world leader in the manufacturing, in-
stallation and servicing of wind turbines.
He joined the company in 1999 when
the IT organization consisted of 12
employees, all located in Denmark.
Since then, he has steered Global IT
through a number of transformations
consisting of a major merger, radical
growth and globalization that peaked
with 850 IT employees in 2011, and
lately a significant turn-around and
outsourcing. Today Global IT consist of
300 professionals and a global profes-
sional ecosystem consisting of several
strategic service providers. Bonde, who
was named Denmark’s CIO of the year
in 2011 and Nordic CIO of the year in
2016 has recently overseen a global
roll-out of SAP and is preparing Global
IT, as well as Vestas overall, for the
future of digitalized customer offer-
ings. Bonde holds a Masters degree in
Marketing and Business Science from
Aarhus University, Denmark”.

39
-- For over 17 years, Bonde has helped Vestas successfully
navigate a wide variety of challenges, from massive growth
to averting bankruptcy to the development of digital
services. From 2005 – 2010, Vestas experienced significant
organic growth. The role of IT was to generate all services
and applications internally. As a result, Bonde managed the
blossoming of the IT organization from 70 people to 850.
-- In 2010, Vestas was hit extremely hard by the global finan-
cial crisis. By 2011, Vestas was close to declaring bankrupt-
cy. IT costs were cut by 50 – 60% and the IT organisation
was downsized from 850 to 300 FTEs. At the same time,
almost all services had to be continued as no systems and
solutions really were decommissioned. To survive this crisis,
Bonde led a massive reorganization that led to outsourcing
most of the operational backbone.
-- Having survived the crisis, since 2013, Bonde has worked
closely with the rest of the business to develop new
sources of revenue for Vestas. The firm is relying on
revenues from services to cushion and stabilize revenues
from turbines. According to Bonde, “Vestas has no choice
but to transform from being a hardware company to being
a software company.” As a result, Bonde and his team are
essential for leveraging digital technologies to strengthen
and innovate services, such as better ways to operate and
maintain turbines, as well as new business models draw-
ing on the data they collect globally from their turbines.
Together with R&D and the Service organisation, Bonde
and his team have launched a ClearInsights Initiative to
develop completely new services from the terabyte of
data that Vestas generates every 10 minutes from its 29+K
Vestas turbines.
-- Always challenge yourself and your organisation –
you will be surprised how much really is possible
-- The fundamental parameter of success is having
the right leaders – bad leaders drain and excellent
accelerate
-- Digital transformation demands significant changed
business- and operating model, new partnerships and
therefore courage from Executive Management.
ABOUT THE COMPANY
Sector:
Utilities
Activity:
Wind energy provider
Turnover (EUR):
8,4B
Employees (FTE):
21,000

40
Phil Jordan
CIO
Telefónica
ABOUT TELEFÓNICA
Telefónica, S.A., incorporated on April
19, 1924, is an integrated and diversi-
fied telecommunications group op-
erating in Europe and Latin America.
The Company’s services and products
include Mobile business, Fixed-line
telephony business and Digital services.
The Company’s segments include
Telefónica Spain, Telefónica Brazil,
Telefónica Germany, Telefónica UK and
Telefónica Hispanoamerica (formed by
the Company’s operators in Argentina,
Chile, Peru, Colombia, Mexico,
Venezuela and Central America,
Ecuador and Uruguay). These segments
are engaged in activities relating to
wireline, wireless, cable, data, Internet
and television (TV) businesses and other
digital services in accordance with each
location.
ABOUT PHIL JORDAN
Phil has a very successful leader-
ship track record and is renowned for
transforming & exploiting the value of
IT in major global companies. He spent
twelve years at Vodafone culminating,
in 2010, as Regional CIO in Northern
Europe before moving to be CIO for
Telefónica O2 UK. This was quickly fol-
lowed in 2011 with a move to Madrid to
become Telefónica Global CIO with 20
countries, 6000 IT Professionals and a
multi-billion annual IT budget. In addi-
tion to his G-CIO responsibilities, he has
overseen the creation and exploitation
of a wholly owned, independent but
captive global technology company as
CEO and now Chairman.
Under his leadership, Telefónica has
had many successes in the boldest
transformation in the industry, includ-
ing radical business simplification,
building and exploiting unique and
world class Datacenters, global shared
services to optimise IT spend and in
the transformation of the process &
application landscape to enable the
business vision: to be the best Digital
Telecommunications company in the
world.
Consistently voted at the very top of
the CIO Top100 and in the UKTECH50
for the 50 most influential people in
UK Technology. He is a member of the
board of directors for the TM Forum and
has served as a non-executive inde-
pendent advisor on IT to a major bank-
ing and financial services company.

41
-- In the last few years, Jordan has provided critical leader-
ship at Telefónica during a period of massive transforma-
tion, in the face of macro-economic challenges in Spain
and Europe, new and disruptive Digital and OTT competi-
tion, increasing margin and growth pressure, portfolio
changes and large scale M&A but at the same time, a pro-
lific demand for connectivity and our services that enable
Telefónica’s 340m customers to lead their Digital Lives.
-- The accomplishment he is most proud of is bringing to
reality the Global IT vision of “Brilliant IT that powers a Digital
Telefónica” To realize this vision the team he lead accom-
plished more changes than can be listed. Some highlights in-
clude Business Transformation / Greenfield Implementations
of Customer Facing IT Processes and Systems in 15 countries
in parallel; Delivering the operating businesses a wide range
of critical Digital Capabilities, Full Omni-channel, Real time
and automated operations, 360 View of Customer, Common
Data Model, Industry Standard Processes etc.; Established IT
ownership of Business Processes : First Common Process
Blueprint built, documented, agreed and fully certified by
industry standards body.
-- Now underpins transformation in all countries; Telefónica
Group reuse strategy that ensures that the majority of our
customer facing IT estate will be provided by 3 main part-
ners (replacing hundreds of legacy providers). Progressive
standardisation reducing TTM and costs; and Massive
Simplification & Optimisation : Decommissioned over
2000 legacy systems , Reduced Server estate by 7000
while increasing compute and storage, driven IT virtuali-
sation to upper quartile benchmark levels (in majority of
countries) & closed 1 legacy Datacentre every 8 weeks
for 3 years (18 total). As a result they reversed the ratio
of Run/Operate and Transformation investment to 65%
on Transformation in 2016. They also scaled the shared
Services company from 3 countries to 11 and since 2013,
have achieved historical levels within Telefónica for IT
customer service delivery.
-- In addition to achieving critical operational improve-
ments, these efforts are fundamental to enable Telefónica
to transform the experiences of its customers. As Jordan
noted, “you can only be Digital in the Front if you are
Digital in the Back.”
-- That there has never been a better time to be a CIO. The
Digital IT agenda should be leading transformation in your
company and if you are not leading that dialogue, why not?
-- Be bold – the bigger the change the more the business has
to engage!
-- Address complexity and simplification quickly and directly.
Optimisation in the run and building a strong enablement
story/strategy for IT will change the dialogue with the
commercial business from back office ‘system of record’ to
sustainable differentiator and with that comes investment.
Surely we all got into IT to enable businesses to grow not to
only save money?
ABOUT THE COMPANY
Sector:
Telecoms
Activity:
Global telecom
operator
Turnover (EUR):
47B
Employees (FTE):
120,000

42
Arnoud
Klerkx
CBTO
Sanoma Learning
ABOUT ARNOUD KLERKX
Arnoud Klerkx is Chief Business
Technology Officer and member of
the Management Board at Sanoma
Learning. Sanoma Learning is the lead-
ing European educational publisher for
primary and secondary education and
sells digital learning products in over 35
countries worldwide. Klerkx is respon-
sible for the digital transformation and
IT-innovation of the business and its
products.
Klerkx is known for his strong leader-
ship skills, pronounced business sense
and extensive experience in information
technology, digitalization and business
transformation. He started his career as
management consultant at Accenture.
In 2000 he moved to Gartner where he
worked as a consultant on IT-strategy,
outsourcing and IT-investments for
large organizations. He switched to IT-
management and became Head of the
CIO-office at Robeco, a leading inter-
national asset management company.
Prior to his role at Sanoma Learning,
Klerkx worked at Ziggo, the largest
Dutch cable provider, as IT-Director
and was responsible for their business
transformation and IT-change.
Klerkx holds a bachelor degree in
Business Administration from Nyenrode
University and a Master degree in
Economics from the University of
Maastricht. In 2015, he was awarded
CIO of the Year in the Netherlands.
ABOUT SANOMA
LEARNING
Sanoma Learning serves 10 million
pupils and 1 million teachers with their
advanced learning methods, helping
pupils to achieve their learning goals.
The company is a leader in some of
the World’s best education systems
including Finland, Belgium, Poland,
The Netherlands and Sweden. Sanoma
Learning’s learning solutions enable
teachers to excel at developing the
talents of every child, creating oppor-
tunities for children to advance their
prospects in life. The company focuses
on innovation and applying digital
technologies into their learning prod-
ucts and solutions and is a clear digital
leader.

43
-- Transformed disruptiveness of digital into competitive
advantages. Klerkx and his colleagues successfully trans-
formed a traditional publishing house into a digital leader
in the sector. They have worked closely together to shift
the company from print to digital by bringing the textbook,
workbook and tests in a full digital learning environment.
This enables more interactivity in teaching the material and
allows the introduction of concepts like gamification to
enhance pupil’s motivation. It also enables them to collect
and use descriptive and diagnostic data to help teachers
track the progress of pupils and enable them to adapt their
teaching. Their most recent innovation is the usage of data
to personalize the learning process to the need of every
individual child through the use of advanced algorithms.
They leveraged digital to enhance and diversify not only the
nature of content and learning process, but also strengthen
the publishing process, and improved operations by mov-
ing fully to the cloud.
-- Significant effort was spent on making a cultural shift
towards innovation and digital. The digital transformation
was incorporated into the business strategy. An agile way
of working was successfully introduced across the whole
company, where even teachers and sometimes pupils are
part of the scrum teams. With a strong emphasis on col-
laboration and solid results, IT is now seen as part of the
business.
-- To accelerate innovation, Klerkx and his team took a
successful bottom-up approach to promote collabora-
tion and re-use across traditionally independent country
units. Rather than build new digital capabilities by taking a
traditional, top-down approach (e.g., form a central project,
collect requirements, etc.), his “co-development strategy”
consisted of first developing a minimum viable product
(MVP) within one country in an agile way, and then, when it
was successful, scale it up by rolling it out to other coun-
tries. To ensure synergies and respect local market differ-
ences, they created the new technology capabilities based
on a modular architecture.
-- These changes have enabled the company to be the digital
leader in their industry with fast growing digital/hybrid rev-
enues with new business models. Their digitalized products
have increased NPS-scores and can be produced, on aver-
age, 25% faster. In one country, they introduced a complete
new digital homework exercise platform in only 8 weeks
(rather than take a year or more). They have also realized
significant savings from re-use, synergies and operational
efficiencies across the various countries.
-- Ask yourself the question: what is the killer app in our
industry and how are we going to deal with it?
-- Stop focusing on budget and timelines in your digital
innovation. Focus on mistakes and learn from them
-- Don’t invent everything yourself
ABOUT THE COMPANY
Sector:
Education
Activity:
Private educational
publishing group
Turnover (EUR):
300M
Employees (FTE):
1,600

44
Mario
Martinelli
Group CIO
Sisal
ABOUT SISAL GROUP
Founded on the dream and intuition of three sports journal-
ists in 1946, Sisal is the first Italian Company to operate in
the gaming sector as a Government Licensee.
The story of Sisal is first and foremost a story of Italian
enterprise at its finest. Over the years, Sisal has cre-
ated a succession of popular, high-quality games,
including the l Totocalcio, the Totip and, more recent-
ly, SuperEnalottoand Win for Life.
The success of Sisal’s ideas underpins the financial results
and reputation of a company that has built a relationship
of trust and credibility with over 14 million Italian consum-
ers in seventy years in business, developing and managing
games with expertise and high standards of integrity,
transparency and security: all essential characteristics for
companies operating in a heavily regulated sector subject to
strict state controls.
ABOUT MARIO MARTINELLI
Engineering degree at Polytechnic University of Turin. In
1996 Martinelli began his carrier at Andersen Consulting
(now Accenture), where he spent more than ten years,
leading several Business Integration projects in the
Communications & High Tech industry.
In 2007 Martinelli joined Lottomatica Group (now IGT
Group), a worldwide leader in the Gaming sector, He had
the responsibility for Demand management and ERP appli-
cations Department.
After three years, he joined Sisal Group, one of the Italian
leaders in the Gaming and Payment Services market, at the
beginning as Head of Enterprise applications and IT govern-
ance and, since 2013, as Group CIO with the responsibility
for the technology vision and the definition and implemen-
tation of the ICT strategy.

45
-- Generated more revenues from products and custom-
ers. Continuous digital innovation around the customer
experience across multiple channels is key to survive and
grow in the online gaming sector where the competition
is fierce. Martinelli and his team were instrumental in help-
ing the Digital Games Business Unit grow by implement-
ing a new architecture that integrated Big Data, real time
customer analytics and a marketing automation platform.
They integrated the best solutions vertically, developing
internally where they couldn’t find anything satisfac-
tory. The business continuously draws on this solution
for statistical algorithms and customer data to interpret
customer behavior and identify and anticipate custom-
ers’ needs and preferences. The system then identifies the
“next best action” that would most effectively address a
specific client’s requirements. Within a short period, this
new approach improved significantly the business’ most
relevant business KPIs – e.g., Customer lifetime value
increased by 15% and ARPU (average revenue per user)
increased by 10%.
-- As head of a key change management program at Sisal,
Martinelli introduced several competence centers, in-
sourcing the most relevant technical skills (previously fully
managed by outsourcing) to enable a stronger govern-
ance of skills related to Sisal’s strategic platforms. The
Digital Competence Centre was set up to foster digital
skills to push Sisal’s digital offerings in both on-line and
retail channels. The Digital CC has also promoted a
new development approach based on Agile methodol-
ogy, piloting it in several projects, involving Operations
and sharing positive and negative lessons to the other IT
structures.
-- In such a competitive market, the key success factor is to
differentiate you through customer experience, by lever-
aging new technologies
-- Don’t wait to innovate because the customers’ habits
could change faster than you
-- Be brave in the technological evolution also where
everything is looking good, the speed of changes could
overwhelm you soon
ABOUT THE COMPANY
Sector:
Entertainment
Activity:
Lottery, Gaming and
Betting
Turnover (EUR):
800M
Employees (FTE):
1,800

46
Laurent
Maumet
VP Quality and Operations Support
Soitec
ABOUT SOITEC
Soitec (Euronext, Paris) is a world
leader in manufacturing innova-
tive semiconductor materials. The
company uses its unique tech-
nologies to serve the electronics
market. With 3,600 patents world-
wide, Soitec’s strategy is based on
disruptive innovation to respond
to its customers’ needs for high
performance, energy efficiency and
cost competitiveness. Soitec has
manufacturing facilities, R&D cent-
ers and offices in Europe, US and
Asia. For more information, please
visit www.soitec.com and follow us
on Twitter: @Soitec_EN.
ABOUT LAURENT MAUMET
Laurent Maumet joined Soitec in 2006.
Appointed Vice President of Quality and
Operations Support in 2015, he is also
leading a company-wide program to
change the organisational culture and
transform Soitec into a great workplace.
Recognised for his innovation in infor-
mation technology and leadership in
strategic projects, Maumet oversees vari-
ous functions supporting operations - IT,
Procurement, Supply Chain and Quality.
Prior to joining Soitec, Maumet served
as project leader at UNILOG (now
CGI) where he successfully managed
key IT projects to implement IoT-based
solutions.
Maumet holds a Master’s Degree in
Information Technology from INSA, a
leading engineering school in France.

47
-- Designed and implemented a significant program to
transfer IT into the cloud (“Sky IT”). This consisted of de-
veloping a cloudfirst IT roadmap; deploying service now
for ITSM and business processes in 2012 and Google apps
for mail, calendar, and collaboration in 2013; migrating of
VMs to Amazon IaaS starting in 2014; and reshaping the
IT team in term of skills and organisation (for example,
streamlining the infrastructure team from 11 to 5 people,
and introducing a dedicated “digital transformation” team
of 5 people). As a result, they reduced IT costs by 50%;
transformed the role of IT into an innovative business
partner; increased user satisfaction from 8.2/10 to 9.6/10;
increased variable costs from 20% to 41%; and improved
and simplified business processes. Based on the success
of these efforts, Maumet is now entrusted with leading a
company-wide transformation program, with the objec-
tive of changing Soitec’s culture. The profound change
involves rethinking the way work gets done and aims at
making Soitec a “great place to work” with higher agility,
efficiency and capacity to innovate.
-- To accompany Soitec’s launch into the solar business,
100% of IT was transferred into AWS Cloud.
-- The application was a “SCADA” application that monitored
the solar plant. This application had to get data from
power plants all over the world and present data to Soitec
teams and customers across multiple channels (e.g.,
web browser, phone, or PC). During the ramp up, this
allowed Soitec to avoid investing CAPEX and to be very
competitive in delivery time, as implementation effort was
minimum.
-- Think big, start small
-- Culture eats strategy for breakfast. Culture determines
how things get done. It is therefore extremely important
to work on the team culture change
-- The vision has to be held by the top management with
conviction and implemented at all levels of the organisa-
tion in an agile, decentralized, experimental approach.
ABOUT THE COMPANY
Sector:
Technology
Activity:
Semiconductors for
electronic and energy
industries
Turnover (EUR):
210M
Employees (FTE):
1,000

48
Luis Newton
President
Estrela Borough
ABOUT LUIS NEWTON
Luis Newton is President of Estrela
Borough since 2013, being responsible
for quality of life improvement to all
constituents. Digital Transformation and
Change Management have been key
focus areas. He is also involved in lob-
bying for a digital and citizen engaged
government.
Luis is a passionate leader, inspiring his
team and its constituents that public
sector should be solution based instead
of problem based. He also believes that
public governance models can drive
innovation.
Before joining Estrela Borough, he
was advisor for the Secretary of State
of Culture in 2011 and 2012. In 2013,
he embraced a new role before be-
coming a candidate for Estrela: PSD
Parliamentary Group Advisor.
Recently, he was chosen as Portugal’s
CIO of the Year 2015 – Public Sector.
ABOUT ESTRELA
BOROUGH
Estrela is a Portuguese borough,
located in the municipality of Lisbon.
This new borough was created with the
2012 Administrative Reform of Lisbon,
merging the former boroughs of Lapa,
Santos-o-Velho and Prazeres. The
population in 2011 was 20,128, in an
area of 4.60 km²

49
-- While Newton may have a small IT unit (he is one of two
FTEs), the unit has helped the borough in Lisbon leverage
digital technologies in ways have had significant positive
impact on citizens. Their priorities are based on the belief
that “the citizen is the true sensor of smart cities” and, with
the help of digital technologies, have started to re-structure
local public services with this new approach in mind,
wasting fewer resources and ensuring real problems get
solved. First, they developed a platform called GeoEstrela to
enable citizens to report an incident (e.g., trash on a street)
and track the status of the incident. When an incident is
resolved, a photograph is added clearly showing the differ-
ence between “before” and after”. And the citizen has the
final say about the quality of the intervention (it is settled
only when he agrees with the solution). GeoEstrela was
also designed to address three problems that similar ap-
plications recurrently faced: ensure real time interactions
in a proximity context; simplify process for reporting; and
provide clear and rich responses. Finally, the platform ena-
bles officials to develop better key performance indicators
to improve public space management and land planning.
-- On the platform GeoEstrela, Newton orchestrated the
development of Street Cleaning, the digitalization of the
process of managing street cleaning. The transformation
resulted in benefits such as a significantly simpler process,
collection of real-time data regarding what needed to be
done and what had already been done, real-time maps of
where incidents are, and new metrics that were significantly
more relevant to both the service providers and citizens.
-- With this platforms and a series of apps that build on it,
civic engagement has increased by 1200%. Most important,
greater transparency (awareness of most incidents occurs
in less than 4 hours of the incident) has helped officials
hold contractors more accountable and help contractors
work more productively. As a result, incidents are resolved
an estimated 125% faster.
-- Public sector should be the main innovator, changing its
role from blocker to facilitator
-- Do not fear transparency, it is the ultimate enabler for
citizen engagement.
-- Do not ignore the elephant in the room. Discomfort is
where insights are born.
ABOUT THE COMPANY
Sector:
Government
Activity:
Borough in the
community of Lisbon
Turnover (EUR):
3,8M
Employees (FTE):
160

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