vCIO News for 07-17-2018 – Leading Agile

Georgia CIO of the Year Award – Gold Sponsor Video 2015 – LeadingAgile

Creating an agile, designer IT Shop from a CIO who knows how

Over the past five years, he has replaced the bank’s core systems, moved much of the banks services to the cloud, created many apps and innovations that have given CBA global recognition and more. Just the Australian banks, but the global banking fraternity, is quite. The app is now on Facebook and of CBA’s ten million customers, over 6.5 million are online and more than 2.5 million access their banking via mobile platforms. The bank is also gaining recognition for efficiency, as Michael. Applying creativity to the design process of banking, and that’s a good thing.

Twenty years ago, banking was all about an. You have the ability to disintermediate IT. You can design new services for banks, you can create, and. Bank on a continuum for the relationship you want to have with those customers. Today, the tools to design creative banking are fast and.

Tested on a continuum of design and improve, rapidly at low cost, is the sure fire way to develop the future bank. The most sensible message and strategy I’ve heard from a CIO or any senior banking. Meanwhile here’s a summary of the Polaris Design Centre, courtesy of Banking & Technology Editor, David Bannister.

Keywords: [“Bank”,”design”,”Customer”]

Chief Information Officer

The level of rigor applied to the development of our Business Capability Models make them suitable for both business consulting and deep technical design. It provides a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to converting business strategy into execution. With the application of heat maps and overlays, which depict various organizational attributes, the Business Capability Model can be used as an important business design artifact for a number of business and technical purposes. This may include the identification of gaps in functionality, duplicated solutions, IT spend in proportion to strategic business capabilities and technology obsolescence risks.

The unique visual representation of these attributes can provide a compelling case for change at all levels within an organization.

Keywords: [“Business”,”provide”,”design”]

Office of the Chief Information Officer

The OCIO encompasses seven divisions covering all aspects of developing, delivering, and defending USDA information technologies. The Office of the Chief Information Officer will support achievement of USDA’s diverse mission areas by offering agile, world-class technology solutions to its stakeholders and applying innovative approaches to recruiting and developing a highly skilled workforce. The USDA OCIO develops, delivers, and defends the business information technologies that empower every aspect of the USDA mission. Strategic Goals Align IT investments with mission and business priorities;. Enable innovative business driven solutions by simplifying and unifying information technology;.

Optimize the use and value of information technology;. Protect and defend the enterprise information infrastructure critical assets, and capabilities;. Enable information as a strategic asset for decision makers and citizens at any level;. Develop a high-performing workforce to support the USDA mission today and tomorrow.

Keywords: [“information”,”USDA”,”technology”]

Chief Information Officer, IBM Corporation

Fletcher’s focus as CIO is creating an agile culture to enable the innovation and pace of the best small technology companies with the scale of IBM. He has responsibility for delivering a productive IT environment to IBM’s 380,000 worldwide employees, as well as 130,000 contractors and 100,000 business partners. Fletcher leads a global team of over 20,000 employees, including the corporate applications, global infrastructure and mobile developers tasked with delivering IBM internal productivity apps. Before joining the office of the CIO, Fletcher led a development team in IBM Sales & Distribution, building mobile tools for sellers. Prior to joining IBM in 2006, Fletcher managed the Enterprise Systems Group at, and was responsible for the tools and infrastructure used by the Site Operations and Engineering departments.

A native of New York, Fletcher is a graduate of Connecticut College with a degree in Political Science.

Keywords: [“IBM”,”Fletcher”,”tools”]

Peter Jacobs – Agile India 2018

He is responsible for all application development and maintenance activities within the bank in the Netherlands. Prior to joining ING, Peter was an associate partner for McKinsey&Company in Amsterdam with a strong focus on Strategy, Mergers & Acquisition and Operations & IT. At election to associate partner, he was characterized by the Benelux partner-group as follows: ‘Peter is an excellent problem solver. With an irresistible combination of smarts, empathy, honesty, charm, and enthusiasm, Peter provides a deep commitment to clients. His entrepreneurship and a bias towards action have helped Peter to become pivotal within the firm; consultants seek Peter out as a leader to work with: fun, no-nonsense and a true coach.

Peter holds a Ph.D. in Systems Engineering from Delft University of Technology. His research was on the development of distributed simulation languages for mathematical simulation modeling.

Keywords: [“Peter”,”simulation”,”partner”]