A passion for the possible How a technology culture pays off

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1 A passion for the possible How a technology culture pays off Larry Quinlan CIO Summit New York For information, contact Deloitte Touche Tohmatsu Limited. 1

2 About Larry 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. Connect with me on For information, contact Deloitte Touche Tohmatsu Limited. 2

3 About Deloitte Deloitte independent member firms deliver services in audit, tax, consulting, and financial advisory in more than 150 countries. Vital stats: We serve: 79% of Fortune Global 500 companies 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: 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 100 Best Places to Work 100 Best Companies Top 50 Companies Top MBA Employers For information, contact Deloitte Touche Tohmatsu Limited. 3

4 What is a technology culture? For information, contact Deloitte Touche Tohmatsu Limited. 4

5 Culture eats strategy for breakfast. Peter Drucker For information, contact Deloitte Touche Tohmatsu Limited. 5

6 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

7 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 For information, contact Deloitte Touche Tohmatsu Limited. 7

8 Why would you want a technology culture? For information, contact Deloitte Touche Tohmatsu Limited. 8

9 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 For information, contact Deloitte Touche Tohmatsu Limited. 9

10 How do you get one? The Deloitte Story For information, contact Deloitte Touche Tohmatsu Limited. 10

11 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 For information, contact Deloitte Touche Tohmatsu Limited. 11

12 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! For information, contact Deloitte Touche Tohmatsu Limited. 12

13 The Deloitte story Everyone and everything is online Intranet Investments: Domestic and Global People profiles Social collaboration Client systems Time & expense Learning Innovation cultivation Innovation labs: izone Deloitte Greenhouse HIVE Deloitte Client Experience (DCE) Labs Deloitte Consulting Innovation (DCI) CIO Institute 13

14 The Deloitte Story Make it FUN! 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! For information, contact Deloitte Touche Tohmatsu Limited. 14

15 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 ed 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 For information, contact Deloitte Touche Tohmatsu Limited. 15

16 Disruptors Opportunities that can create sustainable positive disruption in IT capabilities, business operations, and sometimes even business models. Enablers Technologies in which many CIOs have already invested time and effort, but which warrant another look because of new developments or opportunities. CIO as venture capitalist 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. Cognitive analytics 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. Industrialized crowdsourcing 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. Digital engagement 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. Wearables 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. Technical debt reversal 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. Social activation 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. Cloud orchestration 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. In-memory revolution Technical upgrades of analytics and ERP engines may offer total-cost-ofownership 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. Real-time DevOps 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 TECH TRENDS Deloitte Consulting For information, contact Deloitte Touche Tohmatsu Limited. 16

17 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a more detailed description of DTTL and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and highquality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte s more than 200,000 professionals are committed to becoming the standard of excellence. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the Deloitte Network ) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication For information, contact Deloitte Touche Tohmatsu Limited. 17