In this interview series, we take an inside look at how enterprise technology leaders build systems that drive some of the largest and most complex business environments in the world. We meet the individual, understand their challenges, and learn about their vision of the future.
The Technology Leaders in this interview series have a considerable range of experience and backgrounds to draw upon, and provide some fantastic insights into the harsh realities of how we build truly digital enterprises of the future. From Startups, to Global Enterprises, from End Users to Consultancies, and within industries such as Finance, Media, Retail, Logistics, Automotive, Defence, Technology, even Public Sector.
There are some surprisingly consistent threads across all the interviews — showing that there is much we share despite the industry or type of organisation each of us may work in; yet each interview provides a wonderfully unique perspective on the challenges and opportunities we face, with insights and ideas that will expand your thinking of what it means to really solve the challenges that becoming a truly Digital Enterprise entails.
The interviewees kindly provided their time, knowledge and insights in this interview series as part of my research for an up-coming book: Mastering Digital: how technology leaders, architects, and engineers build the Digital Enterprises of the Future
The Digital Technology Leaders:
How a forward thinking CIO did the unthinkable, before he did the impossible
Paul Schwefer
Paul Schwefer is a highly experienced technology executive, who has led technology organisations and major transformations for some of the world’s largest enterprises. The key to his success is a visionary approach to building enterprises ‘as systems’ with both structured, open and flexible architecture, and a focus on creating cultures and organisational behaviours that make change possible.
“The most inspiring thing is creating and influencing the future; and if you’re able to do that, then you have to do that — otherwise someone else will, and it may not be what you want”
Phil Smith
Phil Smith is a seasoned technology leader with experience in digital transformation across a variety of sectors, in mid to large size organisations. Understanding both Technology and Business is the key to his success.
“Data needs to be universally accessible, processed in realtime and in vast quantities, where everyone and everything is connected — from partners and external users to the internet of things, connected homes, etc. Less and less the enterprise is separate from the world.”
Dan Onions
Dan Onions is an experienced Architecture & Delivery Director, working on major transformation programmes for some of the UK’s largest organisations. His key to success is a compelling vision and truly engaged stakeholders.
“There is a huge growth in the internet of things and smart devices, so as the number of devices grow the amount of data being collected will create a need for smarter distributed computing where more data processing and analytics will happen at the edge of the network without always relying on a cloud connection.”
Bastian Gilles (left) & Randolph Kappes (right)
How two Technology Executives use Systems-Thinking to build Digital enterprises at scale and still innovate like a startup
Randolph Kappes & Bastian Gilles are Senior Technology Leaders at one of the Big Five consultancies, focusing on Digital Transformation for complex enterprises. Their big picture, strategic thinking, and pragmatic execution helps build lasting digital enterprises.
“The boundaries between Enterprise Systems are no longer tangible: we embed one component in another, have micro applications and provide the same information via various presentation devices. Therefore it is even more important for Enterprise Technology Leaders to keep the big picture in mind”
Alexander Haege
Alexander Haege is an innovative technology executive with experience helping drive technology and business model innovations in large complicated organisations — helping them transform into modern Digital enterprises. The key to his success is in understanding how to adapt new innovations into practical real world applications.
“Prepare for technology with huge impacts (e.g. autonomous driving & e-mobility, artificial intelligence, and blockchain with smart contracts) to arrive much faster than people believe”
Murtaza Kanchwala
Murtaza Kanchwala has developed his instinctive ability from years working in large enterprise environments, and applies that with a healthy dose of practical agility, to build the best B2B startups in the FinTech sector.
“If you are going to grow and do more complex things then it helps to do architecture upfront, as you can support new features and requirements down the road more easily, and it helps to avoid complexity.”
Nikolaus Bubner
Nikolaus Bubner is an Executive Director at EY Advisory Services in Germany who works on IT strategy and emerging technologies to help large global companies to transform their enterprises. His methodical and transformative approach ensures even the most complex of problems can be brought under control and developed into a modern enterprise.
“The biggest challenge is the lack of long-term visions, ambitions, and attention. Architecture is something that needs time to really demonstrate its strengths. Again, the culture in corporates is contrary to what is required — it rewards short-term successes.”
Steve Walker
Steve Walker is a senior technology executive in one of the world’s largest logistics organisations. His highly people-focused strategy has helped him build effective and enduring technology organisations that embrace change.
“I think a recurring theme [why programmes fail] is not managing change well and understanding that it is a people issue, and that you need to bring people along the journey with you.”
Ulrike Goose
Ulrike Goose is a senior technology leader at a large Mobile Telco, helping transform their organisation and systems. Her strategic, long term vision coupled with effective roadmapping helps make the promised value of enterprise architecture a reality.
“[In an ideal future] Architectures are open, capability elements are small and independent; I believe in federated approaches for master data management, as it is far more flexible. Flexibility is key. “Systems” should be a cluster of capabilities — industry independent. Industry specific functionality should be separate from general capabilities.”