Pioneering leadership as a change agent: Ritesh Sarda, CIO of SunLife HK
IBM is hosting the next agile meetup, where the topic is their agile journey, where they give a 360 review of the transformation based on different views. There will be multiple short sessions where you can hear a manager, a coach and an Iteration Manager / agile champion talk about their perspective and contribution. As usually the sessions will be interactive, so you can ask the speakers and discuss anything openly. The language of the event is based on the audience’s need it can be either English or Hungarian. He has been with IBM since 2013, since that he lead and participated in various Agile programs in Hungary and Europe.
He helped teams leaders and individuals to get better in what they do. Abraham was immersed Agile at Nokia where contributed in different agile projects in manufacturing, in-and outbound logistics fields and vast deployment processes. Started with IBM in 2004 and joined the CIO in 2009. Had in-country management responsibilities over the CIO team in Hungary when it came to the CIO’s major transformation to implement agile techniques. Beside her regular job as an IT process analyst, she is playing an active role in the agile transformation of CIO Hungary.
In 2016 she was among the first group of people who joined the Agile Champion Guild and now acts as the facilitator of the guild.
ANZ Bank taps ex-IBM CIO Jeff Smith for agile advice
IBM’s recently-departed chief information officer and former Suncorp CIO Jeff Smith has agreed to sit on ANZ Bank’s technology advisory panel to help guide the bank through its massive agile transformation. ANZ stood up its panel of external technology executives almost two years ago to help its board decide how and where to apply new technologies. At the time it appointed Twitter APAC head of online sales Aliza Knox, former head of global retail and strategic development for PayPal Don Kinsborough, former CIO of Procter & Gamble Filippo Passerini, and then-head of strategy and engagement for Dimension Data Gerard Florian. Florian has since joined the bank as its group executive of technology. He has been replaced by IBM IT vice president Fletcher Previn.
ANZ Bank recently detailed a wide-ranging effort to adopt the scaled agile methodology across the entire bank. The restructure – across both its Australian and New Zealand operations – is intended to allow the bank to respond faster to customer demands and expectations. It will scale its current use of agile up from 20 percent, mostly in the IT and digital teams, and split the bank’s entire workforce up into autonomous, multi-disciplinary teams of about 10 employees to remove bureaucracy and hierarchies and deliver new products at speed.
Businesses need to get agile and empower employees, Westpac CIO says
Westpac is increasingly using agile approaches in the workplace, Curran said. Forty per cent of his team in Australia already use agile methods for delivery, while in New Zealand the approach has been embraced across the bank’s entire technology team. A related problem is the centralised, hierarchical management structures that are often out of step with the pace of modern business. Organisations need to cut down on their traditional hierarchy and empower their employees, he said. Last year Westpac launched its ‘Motivate’ program to modernise the bank’s approach to performance management.
Although the initiative positions the bank well in the market, more needs to be done, he added. The CIO said the final element for organisations seeking to match the pace of change is the development of a culture of continuous learning and reskilling within their workforce. In the past, organisations could hire staff and engage in a limited training through the occasional leadership course or PowerPoint presentation – and hire new staff when new needs emerged. The onus is on organisations to provide the tools that make this possible, he said. A second challenge, the Westpac executive said, is developing the motivation within the workforce to actually reskill and retrain.
How to become a Chief Information Officer of a company
The CIO sets forth the technology goals of the business, then plans and oversees key IT projects – such as budgeting, personnel and equipment procurement – to achieve those goals. As technology becomes more vital to enterprise success, demand is soaring for forward-thinking CIOs who can interpret the company’s business needs, then find and implement cutting-edge IT solutions to fill them. While the experience and education requirements for the Chief Information Officer role vary, universal traits of effective CIOs include an agile strategic mind, strong leadership ability, superior communication skills, and high acumen in both technology and business. While some of these talents are innate, many can be learned and honed with proper training. Compare some of the top-reviewed CIO training programs in the U.S.
and online below. Chief Information Officers come from a range of careers – and not always from IT – so regardless of your current position you can put your name the running. Wherever you get your start, it will take years of hard work, a stellar track record, and maybe even some luck to fulfill your C-Suite aspirations. For othe information you can see: Cloud Computing Sales on Udemy.