a passion for the possible - cio summits · a passion for the possible larry quinlan ... real-time...

A passion for the possible

Larry Quinlan

CIO Summit

New York 2014

1 © 2014. For information, contact Deloitte Touche Tohmatsu Limited.

How a technology culture

pays off

Larry Quinlan is a principal at Deloitte. He

serves as the Global Chief Information

Officer (CIO) and chairs the Global CIO

Council. As CIO, Larry is responsible for all

facets of technology including strategy,

applications, infrastructure, support, and

execution. In his role, he also leads the

worldwide technology organization.

About Larry


Connect with me on LinkedIn

@larryquinlan

http://www.linkedin.com/profile/view?id=55616622&locale=en_US&trk=tyah

http://twitter.com/larryquinlan



About Deloitte

Deloitte independent member firms deliver services in audit, tax, consulting, and financial

advisory in more than 150 countries.

© 2014. For information, contact Deloitte Touche Tohmatsu Limited. 3

We serve: 79% of Fortune Global 500® companies

81% of FG500 consumer business companies

63% of FG500 energy and resources companies

95% of FG500 banking and securities companies

All of the top 10 FG500 pharmaceutical companies

19 of the 20 countries that comprise the G20

All of the 23 largest FG500 telecommunications companies

Vital stats:

Approximately 200,000 people in 154 countries

Over 60,000 people in the U.S. in 87 cities

$32.4b global revenue. More than $14.0b in the U.S.

U.S. recognitions:

100 Best Places to Work 100 Best Companies Top 50 Companies Top MBA Employers

What is a

technology culture?


“Culture eats strategy for

breakfast.”

—Peter Drucker


What is a technology culture?

A technology culture is founded on a shared passion

for technology.

Results:

• A technology mindset that sparks innovation

and collaboration.

• Technology attitudes and practices that drive

productivity and efficiency.

• An organization that leverages technology to

create distinctive products and services for its

employees and customers.

6

Why is developing a technology culture so hard?

Technology is changing at such a rapid rate that people are

fearful and overwhelmed by it.

• Multi-generational workforce

• Globalization

• Virtualization

• User adoption


Why would you

want a technology

culture?


Why would you want one?


Organizations with a technology culture are efficient, eager to

share knowledge and collaborate, competitive, and their innovation

positively impacts the bottom line.

• Building a technology culture is a smart talent strategy -

embracing your employees’ love of technology is a great way

to attract, motivate and retain top talent.

• For IT, it brings a culture that is excited about technology

enhancements versus begrudging every upgrade—one that

doesn’t just tolerate digitization but embraces it.

• Businesses with technology cultures are on the cutting

edge, adaptable, visionary. They have an orientation

toward innovation, improvement, and overcoming

obstacles…they can turn technology disruptors into

opportunities.

How do you get one?


The Deloitte Story

How do you get one?

Strike a balance between pushing people and inspiring them to make changes.

Make the change feel more like a shared evolution rather than a top down imposition.


The Deloitte story

Mobility & Choice • Investment in Mobility/Pervasive/Security

• Over 150,000 mobile devices

• Mobile printing

• Mobile hotspots, MiFi and AirCards

• Softphone – inbound and outbound calling

• Laptop choice

• Pervasive web conferencing and videoconferencing

• Anywhere, anytime access


Apps Everywhere

• Global app store with over 150 apps used in 103

countries

• Travel

• Time and expense

• Telephony

• Space management

• Social

• Cloud file sharing

• So much more!

The Deloitte story

Everyone and

everything is online • Intranet Investments: Domestic and Global

• People profiles

• Social collaboration

• Client systems

• Time & expense

• Learning

13

Innovation cultivation • Innovation labs:

• iZone

• Deloitte Greenhouse

• HIVE

• Deloitte Client Experience (DCE) Labs

• Deloitte Consulting Innovation (DCI)

• CIO Institute

Make it FUN! The Deloitte Story

• Communicating! Talk, listen and respond

• Human, approachable, available

• CIO Corner – 10-20K employee views monthly

• Don’t be That Guy

• Appapalooza

• Crowd source ideas: wish lists

• All hands and office visits – our people

introduce our best ideas!



“You and your team do a

superb job at pleasing

everyone, being cost

conscious, staying current

with technology, and keeping

security at the forefront. I feel

a bit spoiled to be

honest…thank you!”

-- Strategy & Operations

Senior Consultant, CA

“ePrint is magical! These

are the cool things that

motivate and make us

proud to be part of

Deloitte!”

-- Tax leader, IL

“I am overcome with excitement that

ITS has just emailed me asking me

to select what type of laptop I want

when my lease expires. What a nice

way of handling this. I had better

take a walk to calm down.”

-- Sr. Manager, NY

“That Guy” is brilliant.

Kudos for taking a fresh,

funny approach to an

important topic. I can’t wait

to see the next episode.”

-- Sr. Manager, PA


Content and assets are increasingly digital – with audio, video, and

interactive elements – and consumed across multiple channels. Digital

engagement is about creating a consistent, compelling, and contextual

way of personalizing, delivering, and sometimes even monetizing the

user’s overall experience – especially as core products become

augmented or replaced with digital intellectual property.

Enablers Technologies in which many CIOs have already invested time and effort, but

which warrant another look because of new developments or opportunities.

Disruptors Opportunities that can create sustainable positive disruption in IT

capabilities, business operations, and sometimes even business models.

CIO as venture capitalist

Cognitive analytics

Industrialized crowdsourcing

Digital engagement

Wearables

Technical debt reversal

Social activation

Cloud orchestration

In-memory revolution

Real-time DevOps

CIOs who want to help drive business growth and innovation will likely

need to develop a new mindset and new capabilities. Like venture

capitalists, CIOs should actively manage their IT portfolio in a way that

drives enterprise value and evaluate portfolio performance in terms that

business leaders understand – value, risk, and time horizon to reward.

Artificial intelligence, machine learning, and natural language processing

have moved from experimental concepts to potential business disruptors

– harnessing Internet speed, cloud scale, and adaptive mastery of

business processes to drive insights that aid real-time decision making.

Enterprise adoption of the power of the crowd allows specialized skills to

be dynamically sourced from anyone, anywhere, and only as needed.

Companies can use the collective population of the Internet to help with

things from data entry and coding to advanced analytics and product

development.

Wearable computing has many forms such as glasses, watches, smart

badges, and bracelets. The potential is tremendous. Wearables introduce

technology to previously prohibitive scenarios where safety, logistics, or

even etiquette constrained the usage of laptops and smartphones. While

consumer wearables are in the spotlight today, we expect business to

drive acceptance and transformative use cases.

For IT to help drive business innovation, managing technical debt is a

necessity. Legacy systems, and even some new systems can constrain

innovation because they may not scale or may not be extensible into new

scenarios (e.g., mobile), or because underlying performance and

reliability issues may put the business at risk.

In today’s recommendation economy, companies should focus on

measuring the perception of their brand and then on changing how

people feel, share, and evangelize. Companies can activate their

audiences to drive their message outward – handing them an idea and

getting them to advocate in their own words to their own network.

As cloud services continue to expand, companies are increasingly

connecting cloud-to-cloud and cloud-to-core systems – in strings,

clusters, storms, and more – cobbling together discrete services for an

end-to-end business process. Tactical adoption of cloud is giving way to

the need for a coordinated, orchestrated strategy – and for a new class of

cloud offerings built around business outcomes.

Technical upgrades of analytics and ERP engines may offer total-cost-of-

ownership improvements, but potential also lies in using in-memory

technologies to solve tough business problems. CIOs can help the

business identify new opportunities and provide the platform for the

resulting process transformation.

IT can likely improve the quality of their products and services by

standardizing and automating environment, build, release, and

configuration management – using tools like deployment managers,

virtualization, continuous integration servers, and automated build

verification testing. Popular in the Agile world, DevOps capabilities are

growing in many IT orgs with either waterfall or Agile methodologies.

2014

TECH

TRENDS Deloitte

Consulting

17

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© 2014. For information, contact Deloitte Touche Tohmatsu Limited.

a passion for the possible - cio summits · a passion for the possible larry quinlan ... real-time...

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