CIO100 2022: Honouring the top tech leaders and teams in ASEAN and Hong Kong

CIO is proud to unveil the expanded CIO100 awards in 2022, recognising the top 100 senior technology executives and teams driving innovation, strengthening resiliency, and influencing rapid change.

Winners were unveiled during an in-person awards ceremony at Marina Bay Sands in Singapore, housing more than 200 executives from all key markets across ASEAN, Hong Kong and the wider region.

Aligned to Foundry’s global awards program, CIO100 is viewed as a mark of excellence within the enterprise.

First launched as the CIO50 in ASEAN during 2019, the decision to expand the initiative to CIO75 and now CIO100 is in recognition of a wealth of standout submissions, increased interest levels, and a desire to showcase examples of transformation best practice across all markets and sectors.

In addition to individual recognition, new Team of the Year awards were launched spanning the key categories of Innovation, Customer Value, Strategy, Talent, Resiliency, and Culture.

Collectively, CIO100 registered a record year in 2022 with more than 280 nominations submitted, over 20 industry sectors on show and more than eight markets represented — including Singapore, Malaysia, Indonesia, Thailand, Philippines, Vietnam, Hong Kong and Myanmar among others.

CIO100 is not only a true representation of the regional market but a true illustration of the outstanding achievements delivered by individuals, wider teams and entire organisations.

“This is a stunning statement from the market,” said James Henderson, Editorial Director of CIO. “Irrespective of ongoing societal challenges and worsening economic conditions, this region continues to power forward unperturbed – the market has once again raised the bar to set new levels of innovation.

“To house another record-breaking year of CIO100 is testament to the transformative nature of CIOs and their respective teams – all are playing a crucial role in delivering on the promise of technology to customers across the region. Congratulations to our standout winners.”

In 2022, CIO100 was judged on the core pillars of Innovation and Leadership, honouring transformational, inspiring, and enduring CIOs at both in-country and regional levels.

Under the Innovation pillar, the nomination described the technology innovations introduced over the past 18-24 months that changed the way the business operates. Under the Leadership pillar, the nomination outlined the ways in which the technology leaders collaborated and influenced the wider organisation and its leadership team.

All entries were reviewed by a select and independent CIO100 judging panel, who rated each section of the questionnaire to determine the final list. The most powerful nominations provided real-world examples of where technology and digital chiefs are successfully providing value to organisations, driving innovation and leading teams.

As evidenced in 2022, this is a market which continually raises the bar for industry excellence through the deployment of bleeding-edge technologies and enhanced business models.

Such work also cements CIO100 – held in association with Slack, Workday, Korn Ferry and SoftServe – as the leading awards program for technology leaders in the region, forming part of a broader Asia Pacific initiative alongside the CIO50 Australia, CIO50 New Zealand, and CIO100 India awards. These are in addition to CIO100 awards in the US and UK, plus CIO50 Middle East awards.

CIO100 Awards - Sponsors 2022

CIO100 Awards – Sponsors 2022

Honouring the top tech leaders and teams in 2022

Top ranked CIO is Charassri Phaholyotin – Chief Information Operations Officer (CIOO), Kasikorn Business Technology Group (KBTG) – of Thailand. This was followed by Suhail Suresh (Group CTO, Maybank – Malaysia); Rowena Yeo (CTO, Johnson & Johnson –Singapore); Jimmy Ng (Group CIO, DBS Bank – Singapore) and Bryan Leo Asis (CIO, Alaska Milk [FrieslandCampina] – Philippines).

The remaining top 10 included Yan Mung Hou (Head of Group Technology, CapitaLand –Singapore); Aaron Lee (CIO, Blue Insurance – Hong Kong); Stuart Gurr (Group CIO / CTO, Deutsche Bank – Singapore); Rama Sridhar (EVP of Strategic Customer Solutions, Mastercard – Singapore) and Alvin Ong (CIO, Nanyang Technological University (NTU) – Singapore).

Team of the Year honours spanned Singapore Airlines (Resiliency); NTU (Strategy) and DBS Bank (Talent) alongside joint winners J.P. Morgan and Ministry of Social & Family Development (Customer Value); DHL and Standard Chartered (Innovation) and Maybank and Tokopedia (Culture).

CIO congratulates all honourees in 2022. The top 10 CIOs are ranked – the remaining 90 honourees recognised are listed alphabetically by name.

CIO100 ASEAN 2022:

  1. Charassri Phaholyotin – CIOO, KBTG
  2. Suhail Suresh – Group CTO, Maybank
  3. Rowena Yeo – CTO, Johnson & Johnson
  4. Jimmy Ng – Group CIO, DBS Bank
  5. Bryan Leo Asis – CIO, Alaska Milk (FrieslandCampina)
  6. Yan Mung Hou – Head of Group Technology, CapitaLand
  7. Aaron Lee – CIO, Blue Insurance
  8. Stuart Gurr – Group CIO / CTO, Deutsche Bank
  9. Rama Sridhar – EVP of Strategic Customer Solutions, Mastercard
  10. Alvin Ong – CIO, NTU
  • Alan Chiu – CTO, MoneyOwl
  • Allan Wong – Director of IT, Hong Kong Baptist University (HKBU)
  • Andri Hidayat – IT Director, Prodia Widyahusada
  • Anthony Buchanan – CIO, Manulife
  • Aries Suswendi – SVP of Digital Services, Tripatra
  • Armik Ayoubdel – CIO (Asia Pacific), BGC Partners
  • Aswin Utomo – CIO, Tokopedia
  • Athikom Kanchanavibhu – EVP of Digital & Technology Transformation, Mitr Phol Group
  • Augustine Wong – CIO, Vietnam Prosperity Bank
  • Axel Winter – Chief Digital Officer, Siam Piwat
  • Bhuvanesh Shukla – CTO, AGD Bank
  • Biren Kundalia Regional – CIO, Tokio Marine Asia
  • Brian Chan – IT Director, Jebsen Group
  • Budi Tedjaprawira – Head of IT, Starbucks Indonesia
  • Carlos Santos – Chief Technology and Transformation Officer, AXA Philippines
  • Chee Yuen Yap – Group CIO, Surbana Jurong
  • Chew Han Wei – IT Director, Ritz-Carlton
  • Chi Chong Lim – Director of Group ICT, S.P. Setia
  • Choo Hoo Neoh – Head of IT, Singapore Aerospace Manufacturing (SAM)
  • Dickie Widjaja – CIO, Investree
  • Dodi Soewandi – CIO, Adira Finance
  • Donseok Ahn – Global IT Director, Reckitt
  • Dr. Andy Luk – Head of Digital Transformation & Insights, HK Express Airways
  • Ed Bizaoui – CIO (Asia Pacific), J.P. Morgan
  • Edmund Situmorang – Group CTO, Asian Bulk Logistics
  • Ee Kiam Keong – CIO, Gambling Regulatory Authority of Singapore
  • Filipus Suwarno – Head of Technology Group, OCBC
  • Frankie Shuai – Director of Cyber & Technology Risk, UBS
  • George Wang – SVP of IT, Singapore Airlines
  • Hamid bin Hussain – President, Sepang Municipal Council
  • Handi Tjandra – Head of DevSecOps, UOB
  • Henk Van Rossum – Director of Group Cloud International, SOS
  • Herman Widjaja – CTO, Tokopedia
  • Ichwan Peryana – CTO, Finansial Integrasi Teknologi
  • Ishan Agrawal – Group CTO, Funding Societies | Modalku
  • Ivan Ng – Group CTO, City Developments Limited
  • Jeffrey Sheng – Head of IT (Asia Pacific), Sompo Holdings
  • Jim Man – CIO, United Asia Finance
  • Jim Sarka – Regional CIO, Johnson & Johnson
  • Jocelyn Austria – Group COO, One Mount
  • John Ang – CTO, EtonHouse
  • John Hsu – CIO (Asia Pacific), HSBC
  • Julian Brinckmann – CIO (Asia Pacific), Olympus
  • Juliana Chua – Senior Director of Global Digital Acceleration, EssilorLuxottica
  • Keith Chan – VP of IT, Wilcon Depot
CIO100 Awards - Sponsors 2022

CIO100 Awards – Sponsors 2022

  • Ken Soh – Group CIO, BH Global
  • Kevin Li – VP & CIO, GSK
  • Leonard Ong – Regional CISO, GE Healthcare
  • Leslie Yee – IT Director, Pacific International Lines
  • Mark Frogoso – CISO, Mynt
  • Mel Migrino – CISO, Meralco and Women in Security Alliance Philippines
  • Miao Song – Global CIO, GLP
  • Mohamed Hardi – CIO, National Heritage Board
  • Nilo Zantua – SVP and CTO, RCBC
  • Nirupam Das – SVP of Global Digital Transformation, Liberty Mutual
  • Norman Sasono – CTO, DANA Indonesia
  • Parminder Singh – Chief Digital Officer, Mediacorp
  • Peter Tay – Chief Digital Officer, Income
  • Poh Cheng Pang – CIO, SkillsFuture Singapore
  • Rahul Shinde – CIO, Coca Cola (Vietnam)
  • Rajiv Kakar – Group CIO, Thai Union Group
  • Rajiv Renganathan – Global Head of Technology, Schneider Electric
  • Ralph Ostertag – Director Digital & Technology (Asia Pacific), Heineken
  • Richard Lord – CIO (Asia Pacific), HSBC (Wholesale)
  • Richard Parcia – Group CIO, Citadel Pacific
  • Sachin Nair – CIO, Khan Bank
  • Sanjay Thomas – CIO
  • Setiaji Setiaji – Chief of Digital Transformation Office, Ministry of Health Indonesia
  • Setsiri Settaphakorm – SVP of Open Banking, Krungsri
  • Shariq Khan – VP of IT, Ergo Insurance
  • Sharon Ng – CIO & Cluster Director, GovTech Singapore
  • Shashank Singh – Group Chief Transformation Officer, Validus Capital
  • Shekher Kumar Agrawal – President of Digital Transformation, Indorama Ventures
  • Siti Rohana Mohamed Amin – Director of Technology, Malaysian Institute of Accountants
  • Sudhanshu Duggal – Regional CIO, P&G
  • Sujit Panda – CTIO, BDx
  • Supriya Rao Patwardhan – EVP / Global Head of IT Services, DHL Group
  • Sutheshnathan A/L Sunmuganathan – CIO of International, Maybank
  • Teck Guan Yeo – Chief Business Technology Officer, Singapore Pools
  • Terence Yeung – Executive VP / Group CIO, China Development Financial
  • Tim Delahunty – Director of Technology, Commonwealth Bank Indonesia
  • Tuan Anh Pham – CIO, Becamex Vietnam
  • Wanthana Chotchaisathit – EVP of IT, TISCO
  • Wart Teao Phoon – Global IT Director, APL Logistics
  • Way En Yong – SVP of IT, Genting Malaysia
  • Winnie Rebancos – CIO, Coca-Cola (Philippines)
  • Yee Pern Ng – CTO, Far East Organization
  • Yee Yu – CIO, Hung Hing Printing Group
  • Yessie Yosetya – Chief Strategic Transformation & IT Officer, XL Axiata
  • Yew Jin Kang – CTO, PLUS Malaysia

Team of the Year – Customer Value

J.P. Morgan

As financial institutions embrace digital only solutions, J.P. Morgan is providing a digitally enabled experience for clients – offering a truly personalised engagement and journey empowered by seamless integrations with advisory tools and omni-channel functionalities. Such an approach ensures customers stay up-to-date, enhance communications and execute trades with real-time authority and insights.

Ministry of Social & Family Development (GovTech Singapore)

Government Technology Agency (GovTech) collaborated with Ministry of Social and Family Development (MSF) and National Council of Social Service (NCSS) to deploy transformative initiatives that deliver customer value and support social mobility. Significant investments have been made to develop people, processes and systems – including Social Service Net (SSNet), a case management system enabling the efficient administration of services and programs, such as COVID-19 schemes, all implemented within the space of 3-4 weeks during the height of the pandemic.

Team of the Year – Strategy

Nanyang Technological University (NTU)

NTU wins this award in recognition of kick-starting a new phase of technology-enabled transformation to support the University’s five-year strategic plan – NTU 2025. The team designed an IT strategic planning process anchored on four key pillars (LEAP) – (1) Look Beyond Ourselves; (2) Engage Business Direction; (3) Architect IT Portfolio and (4) Prioritise the Way Forward… enhancing the experience of 33,000 students and 7,600 employees in the process.

Team of the Year – Innovation

DHL

DHL wins this award for leveraging the power of cloud-based APIs to capitalise on accelerating market trends in logistics, using new solutions to address globalisation, digitalisation, e-commerce and sustainability priorities. The team developed a Group API Platform aligned to the mission of “delivering best-in-class logistics APIs for everyone” – now allowing the business to process more than two billion requests per month, forming a key cornerstone of the organisation’s innovation agenda.

Standard Chartered

Standard Chartered wins this award in recognition of elevating the client banking experience to meet corporate transformation goals – housing a laser sharp focus on impactful innovations to drive commerce and prosperity. The team created observability platform Skynet to resolve the complexities of the end-to-end customer journey, leveraging the power of AI, ML, big data and advanced analytics to ingest 2.1 billion data markers in one day across four markets, six business services and 15 customer journeys – spurring significant revenue growth in the process.

Team of the Year – Culture

Maybank

Maybank wins this award for building a healthy internal culture that strives for excellence, underpinned by the three core principles of Recognise, Energise and Actualise. Recognise in the form of employee awards recognising exemplary leadership, teamwork and innovation; Energise to help staff surpass personal and group goals and Actualise aligned to Maslow’s Hierarchy of Needs.

Tokopedia

Tokopedia wins this award for creating a culture of collaboration, togetherness and trust, evident by three core company initiatives designed to nurture the next generation of leaders. Tech Bench allows the top 1% of talents to be involved in a structured mentorship program; Challenge Period helps staff work on leadership skills and MyCoach focuses on training and certifications for those with a passion for coaching.

Team of the Year – Talent

DBS Bank

Central to the success of DBS as an example of digital transformation best practice is an expanding team housing industry-leading talent and capabilities – accelerated by coaching and mentoring programs, plus employee awards and technology academies. One such example is RISE (Reskill and upskill; Inspire; Share and Engage), viewed as the foundation recognising, showcasing, and nurturing talent through personalised programs, tools and resources – achieving 92% approval rate from employees across the company.

Team of the Year – Resiliency

Singapore Airlines

Singapore Airlines wins this award in recognition of overcoming the challenges of COVID-19 and a drastic reduction in flight capacity to scale up operations with limited lead-time and changing government regulations. Within the space of three months, the Healthcert Service Layer (HSL) was developed and launched on flights from Singapore to Frankfurt and Munich in mid-July 2021 – offering a digital solution to verify health certificates alongside rolling out a Crew Journey application to optimise operations and enhance staff productivity… a relentless undertaking amid unprecedented difficulties.

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Make Smarter Enterprise Purchasing Decisions With Continuous Monitoring Tools

Companies today face disruptions and business risks the likes of which haven’t been seen in decades. The enterprises that ultimately succeed are the ones that have built up resilience.

To be truly resilient, an organization must be able to continuously gather data from diverse sources, correlate it, draw accurate conclusions, and in near-real time trigger appropriate actions. This requires continuous monitoring of events both within and outside an enterprise to detect, diagnose, and resolve issues before they can cause any damage.  

This is especially true when it comes to enterprise procurement. Upwards of 70% of an organization’s revenue can flow through procurement. This highlights the critical need to detect potential business disruptions, spend leakages (purchases made at sub-optimal prices by deviating from established contracts, catalogs, or procurement policies), non-compliance, and fraud. Large organizations can have a dizzying array of data related to thousands of suppliers and accompanying contracts.

Yet amassing and extracting value from these large amounts of data is difficult for humans to keep up with, as the number of data sources and volume of data only continues to grow exponentially. Current data monitoring and analysis methods are no longer sufficient.

“While periodic spend analysis was okay up until a few years ago, today it’s essential that you do this kind of data analysis continuously, on a daily basis, to spot issues and address them quicker,” says Shouvik Banerjee, product owner for ignio Cognitive Procurement at Digitate.

Enterprises need a tool that continuously monitors data so they can use their funds more effectively. Companies across industries have found success with ignio Cognitive Procurement, an AI-based analytics solution for procure-to-pay. The solution screens purchase transactions to detect and predict anomalies that increase risk, spend leakage, cycle time, and non-compliance.

For example, the product flags purchase requests with suppliers who have a poor track record of compliance with local labor laws. Likewise, it flags urgent purchases whose fulfillment is likely to be delayed based on patterns observed in similar transactions in the past.  It also flags invoices that need to be prioritized to take advantage of early payment discounts.

“It’s a system of intelligence versus other products in the market, which are systems of record,” says Banerjee. Not only does ignio Cognitive Procurement analyze an organization’s array of transactions, it also takes into account relevant market data on suppliers and categories on a daily basis.

ignio Cognitive Procurement is unique for its ability to correlate what’s currently happening in the market with what’s going on inside an organization, and it makes specific recommendations to stakeholders. For example, the solution can simplify category managers’ work, helping them source the best deals for their company, or make decisions such as whether to place an order now or hold off for a month.

Charged with finding the best suppliers and monitoring their success within the context of the market, category managers work better and smarter when they can tap into ignio Cognitive Procurement.

ignio Cognitive Procurement also identifies other opportunities to save money and improve the effectiveness of procurement. For instance, the solution proactively makes business recommendations that seamlessly take into account not only price, but also a variety of key factors like timeliness, popularity, external market indicators, suppliers’ market reputation, and their legal, compliance, and sustainability records.

“Companies also use the software to analyze that part of spend that’s not happening through contracts,” says Banerjee, “and they’ve been able to identify items which have significant price variance.”

To avoid irreversible damage or missed opportunities and to keep a competitive advantage, organizations across industries urgently need an AI-based analytics solution for procure-to-pay that can augment their human capabilities.

To learn more about Digitate’signio Cognitive Procurement, click here.

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CIO Leadership Live with Ty Tastepe, CIO at Cedar Fair Entertainment

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7 lies IT leaders should never tell

There are big lies, small lies, white lies, and boldface lies. They all have one thing in common: None should ever be used by a CIO to deceive staff, customers, or management colleagues.

Lying to yourself about the state of your IT operations is one thing — and can certainly get you in trouble. But the pressures placed on IT leaders these days can also invite CIOs to bend the truth about the state of their IT environments in hopes of giving an impression of being on top of everything — or at least to sidestep a difficult conversation.

Telling the truth doesn’t cost anything, but just a single lie could cost you everything, including your job and career. Here’s a look at seven commonly told lies IT leaders should always avoid.

1. ‘IT always knows what’s best for business’

While COVID-19 heroics put IT leaders in the business spotlight, elevating their prominence in the organization and cementing the importance of IT in enterprise planning, operations, and success, CIOs should never deceive themselves — or anyone else — into thinking that their department is the tail that wags the dog.

“The best ideas are born out of collaboration, and that’s why the IT function should act as a partner and consultant to the business, not an all-knowing entity,” says Saket Srivastava, CIO at Asana, which offers a management platform designed to help teams organize, track, and manage their work. “Asking, learning, listening, being curious, and adapting should be the main tools in any IT leader’s toolbox to effectively co-create with key stakeholders and move the business forward.”

CIOs, despite their close involvement with all enterprise departments, aren’t always privy to every team’s challenges. “Anyone who pretends to know all the answers, while avoiding the more difficult but rewarding work of learning and discovery, is missing out on the amazing ideas that may be only a conversation away,” Srivastava says.

Now, more than ever, IT leaders are responsible not only for IT systems, but also for business outcomes and meeting broader enterprise goals. “As such, IT should be considered as a trusted consultant group that’s ready and available to help solve problems collaboratively,” Srivastava advises.

2. ‘Everybody is replaceable’

This lie is typically uttered as a threat: “Do more work, do better work, pick up the slack, or quit.”

The belief that team members can be bullied into working harder is toxic, creating a culture of fear and internal competition that’s not sustainable. “As a leader, you will find yourself without a job due to high turnover and delays in projects and initiatives,” warns Volodymyr Shchegel, vice president of engineering at cybersecurity software developer Clario. “When you have people leaving due to poor leadership and feeling they aren’t valued, you won’t be able to foster knowledge sharing and team building, which are essential to sustaining long term IT projects.”

IT leaders who resort to threats and intimidation because their team seems “out of control,” should realize that it may actually be time for some serious self-exploration. “You must adjust your attitude and be more open to criticism and collaboration,” Shchegel suggests. “Great leadership isn’t about being better than everyone on your team; it’s about assembling a team that has the best people for each job.”

3. ‘We’re now impervious to cyberattacks’

Believing that your environment is completely secure is the same as assuming that a shield is mightier than an opponent’s sword when that sword is evolving minute-by-minute, observes A.J. Lenkaitis, a senior consultant at cybersecurity and compliance firm BARR Advisory. But too often, given the pressure from executive leadership and boards these days, CIOs may be tempting to think so — or at least say so to colleagues inquiring about the state of the company’s cybersecurity posture.

“Having a closed-minded view is the best way to be blindsided by a new attack, often with drastic consequences,” Lenkaitis says. “Not only can this mindset ultimately lead to inappropriately-defined system boundaries and requirements, but it may also eliminate downstream controls that are vital to the organization’s longevity.”

Assuming that an enterprise environment is totally impervious to attacks is highly dangerous because it removes the continuous improvement strategy that’s required to stay resilient in a constantly evolving cybersecurity landscape. “New viruses, malware, and ransomware are specifically made to circumvent archaic cybersecurity controls,” Lenkaitis warns. In today’s environment, it’s not a matter of if an attack will happen, but when. “The time and resources spent on counteracting future attacks pay immense dividends,” he adds.

4. ‘Our technology is failure-proof’

Things break, and in most cases, it comes as a surprise. IT consists of many systems requiring different degrees of connectivity and monitoring, making it difficult to know absolutely everything at every moment. The key to minimizing failures is to be proactive rather than simply waiting for bad things to happen.

CIOs should not only expect things to break but also be honest about this with their team members and business colleagues. “Eat, sleep, and live that life,” advises Andre Preoteasa, internal IT director at IT business management firm Electric. “There are things you know, things you don’t know, and things you don’t know you don’t know,” he observes. “Write down the first two, then think endlessly about the last one — it will make you more prepared for the unknowns when they happen.”

Preoteasa stresses the importance of building and maintaining detailed disaster recovery and business continuity plans. “IT leaders that don’t have [such plans] put the company in a bad position,” he notes. “The exercise alone of writing things down shows you’re thinking about the future.”

5. ‘The hybrid work model is just another fad’

Work has changed. “It’s no longer a specific time and place, but an outcome,” says Chris Anello, director of digital platforms at technology consulting firm iTech AG. The focus has shifted to how organizations support [workplace] changes and enable employees to continue to flourish and deliver on business objectives, he explains.

Anello believes that IT leaders must accept the paradigm shift and invest in a digital transformation that supports the new work reality. “Leadership must accept that we are not going back to the way of work before the pandemic and commit to the new work landscape,” he states.

IT leaders must openly communicate the reality of today’s recast workplace and communicate to management colleagues the investments needed to support the new approach. “Although the IT team will lead the technology efforts, an interdisciplinary team should work together to ensure everyone is aligned and sharing insights and feedback on what they need in order to succeed,” Anello says. “This 360-degree view … ensures that all perspectives are being considered to create a thriving enterprise built on a strong IT foundation.”

6. ‘I’m always available’

This is a phrase leaders commonly say, both to the team members they manage but also to their business colleagues and upper management. But are you really sure of that? Probably not. Constant availability simply isn’t possible, and an obviously hollow promise such as this creates unrealistic expectations among teams and management colleagues. IT leaders need to be honest about their availability and set realistic guidelines for holding one-on-one discussions.

Although this lie sounds innocuous, it can actually be career-destructive because it creates an environment of constant expectation and pressure, says Farzad Rashidi, co-founder of Respona, a company that offers a link-building platform designed to increase traffic from Google.

A better way to address personal availability is to be honest about your preferred access times and to set realistic expectations. “IT leaders need to be able to take breaks and have a life outside of work,” Rashidi observes.

7. ‘We’ve ensured total data resiliency’

This lie often emerges when an IT leader is questioned by management colleagues about the enterprise’s data security status. Wishing to avoid the nasty and frightening fact that total data resiliency is impossible, the CIO hopes that the odds will be on his or her side, and that the security measures already deployed will be sufficient to protect the enterprise, its customers, and its business partners against a possible future data security disaster.

Feeling under pressure, the nervous CIO assures management counterparts that all enterprise data is fully backed up and that there are also resilient copies of backup data available. Additionally, the restore process has been tested, and the ability to conduct a restore-to-business process is in place. In other words, everything is safe.

In reality, there’s a giant gap between business leaders’ expectations regarding technology resiliency and what many IT leaders have actually implemented for them, says Rick Vanover, senior strategy director for data management platform provider Veeam. “Instead of overstating tech capabilities, IT leaders should ensure data portability, utilize ultra-resilient immutable backups of data, and implement recovery verification,” he suggests. But never, ever promise total data resiliency.

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What the expanding role of the CIO means to Lenovo’s Arthur Hu

Global PC manufacturer Lenovo has upward of 70,000 employees worldwide, delivering round-the-clock IT services, and Arthur Hu, the company’s SVP and global CIO—and as of April 2022, also the Services & Solutions Group CTO—is in a constant state of getting the most out of related teams, management and himself to cement partnerships, and achieve optimum performance.

Leveraging invention, creating new services, R&D and capabilities are integral to strengthening the business, and as his overlapping roles evolve, the underlining discipline for success is being resilient, based on long-term planning to build health, or, as Hu calls it, have “shock absorbers.” “It’s important to widen the aperture of the lens in which you look at the world,” he says.

In hindsight, the company’s response to the pandemic resulted in better architecture that allowed capacity to meet any eventuality. “It’s about how can you respond better and tolerate the unknowns,” he says. But there’s a balance to not just find, but constantly monitor, interpret and question what is in balance and why—it’s never a “set and forget” framework just because the height of the pandemic is in the rearview mirror. “One of the other broader business lessons coming out of it is understanding that sheer efficiency, or efficiency taken to an extreme, may not be good,” he says. “That means you are optimized, but with a very narrow focus.”

With Hu’s CTO role in particular, there is a distinct and broad focus on the dynamics of the external market.

“In the CTO role, I’m spending more time with our partners and customers because they are excellent providers of input and intelligence on what is happening and where things are likely headed,” he says. “I think the external to internal ratio of time spent is much higher on the CTO side because it’s a very business-leaning and business-oriented role.”

Foundry’s John Gallant recently spoke with Hu about adaptation into his various roles, and the methods involved to maximize potential without compromise. Here are some edited excerpts of that conversation. Watch the full video below for more insights.

On the reshaped CIO role: CIOs are now part of the shaping and evolving of future business models, whether it’s about how to extend the core business, or incubate and help think about what a future growth engine might be. CIOs also represent and advocate for user experience more. Because you have more online channels, and even offline channels—or traditional ways of interacting—they’re being augmented with technology intelligence. So the CIO naturally has data on all those services, products, or offerings that are being used, and understands what customers and users say about the company in the real world. Each of those things is valuable independently, but they’re even more powerful when put together. Another area is in participating around environmental, social, and governance (ESG). This is definitely farther afield than a more traditional tech-based role. But the amount of data required to formulate and execute thoughtful ESG initiatives is quite large. And, again, this makes the CIO a natural stakeholder and partner with the business teams as companies invest more in this space.

On priorities: For CIOs today, it starts with a recognition that the computing and IT environment is more complex than ever. It’s critical to find solutions that are simple as possible, and easy to use, scale, and adapt as circumstances change. What’s an important corollary to this is value capture. Digital transformation has been on the agenda for many years and companies have put their wallets where their mouths are, investing billions of dollars. So if you think about the journey, when we first started, a CIO could ask for time to show results. But as months turn into quarters and quarters turn into years, then you actually have to deliver otherwise you risk stranded investments and disenchantment from the business. So first recognize the obvious value of the technology you’ve invested in. At the same time, build resiliency against volatility and uncertainty. Then it’s about building enterprise agility. Not just agile software teams, but ways to help turn the company into one that can go quicker at speed. In my CIO role, I have to help the company build a new set of infrastructure processes, tools, and system. Our partners need to be along with us in the journey. As you go from there, the discussion naturally follows. If any IT or CIO team is saddled with, “Go make the SaaS happen,” I think that’s an indicator that the business is thinking the wrong way. It’s key to understand where the journey is, how cloud computing capabilities can help you accelerate, and then make sure it’s together with the business.

On blending roles: I started in the CTO role for the Solutions and Services Group (SSG) earlier this year. Stepping back, I think when I started in the CIO role, topics such as digital transformation and business agility were top of mind. And as time went on, as I was able to work with the team and deliver for the company, we were always looking at how to bring together the technology fluency with the business insight. It’s that duality where, as we thought about the future and our SSG, we needed more of that blend. So the additional CTO role is a natural extension of that. There are three things that form the theory of this case. As we were thinking about why this could make sense, one is that as CIO, I was already building capabilities. Second is delivering services. Third is how that creates business opportunities. On creating and building capabilities, I was already doing that for Lenovo. And the nature of those capabilities was to think about how we quote for our salespeople, make our partner portal frictionless, and make our supplier portal great for collaboration with our extended ecosystem of suppliers.

On self development: I went through an exercise of writing down my assumptions of what makes a good CIO and what I’ve learned as Lenovo’s CIO over the past five years. Then I explicitly tried to either validate or cross them out as I went along because I knew it’d be dangerous to assume I’m just picking up another IT team. That has helped me accelerate the learning journey by not making hidden assumptions. The CIO role is being a natural advocate for experience. In the CTO role, there’s a higher premium and requirement that we’re externally facing. I’m spending more time with our partners and customers because they are excellent providers of input and intelligence on what’s happening and where things are likely headed.

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CIOs find big benefits in shift to human-centered design

As a service organization, Save the Children wants to know the impact of its programs.

And the information it needs to gather to make that judgment differs from data typically collected by reporting software, says Sarah Angel-Johnson, the UK-based NGO’s CIO and vice president of business and technology solutions.

Using traditional measures, around project outputs, was serving neither the workers nor the children they aid as well as the organization wanted. So Angel-Johnson and her IT team have been reframing their thinking, drawing on the principles of human-centered design. They’re creating personas, including one representing children, and considering scenarios from their perspectives, asking, “What do they need?”

“It has revolutionized how we approach technology and data,” Angel-Johnson says.

Angel-Johnson, herself a practitioner of human-centered design, says she started cultivating the discipline within her technology team soon after joining the nonprofit in 2020, believing that conventional IT has often missed the mark in what it delivers.

“My view of tech is it’s a ‘how’ and we’re often missing the ‘who,’” she says. “Everyone wants to adopt tech without asking, ‘Who will use it?’”

She compares that approach to making a car engine first, without considering what the driver actually needs from the engine. “In most organizations that I’ve seen, we start with tech and it’s the wrong place to start. We need to flip it,” she adds.

Human-centered design on the rise

Angel-Johnson describes human-centered design as “a mindset that puts people at the heart of any work; it’s around empathizing with people.”

But she and others note that human-centered design is also a discipline that brings specific skills and techniques to the process of building a product or service.

Technology teams build better, more robust products and services when they have a true understanding of individuals, their needs, and their journeys, Angel-Johnson says.

“I find my results are more robust. They’re closer to what’s actually needed, and I have higher returns,” she says, adding that leveraging human-centered design principles also helps technology teams deliver faster and at lower costs — mostly because they’re hitting closer to the mark on their first delivery.

This focus on the individual — the human element — happens not by chance but by intention.

Angel-Johnson established a human-centered design approach as part of her overall transformational agenda and her digital and data global strategy. She created teams that included practitioners of human-centered design (new hires as well as upskilled employees) who are “empathizing with the users” and working with product managers and software professionals using agile development principles to turn ideas into reality.

Case in point: A team recently created a child-centered tool, which sits on Salesforce, that gathers and consolidates data to illustrate whether all the projects supporting an individual child helps meet his or her needs — something that informs Save the Children not just on a project output but on overall outcome and impact.

Although specific figures are hard to come by, analysts, researchers, and CIOs say there’s a growing interest in and adoption of human-centered design. And with good reason, as adding this discipline to technology shops creates more useful and useable products and services, they say.

To those unfamiliar with the practice, human-centered design may seem similar to user interface design or more broadly to user experience concepts. But human-centered design goes further by  putting the human at the core of the entire process, not just the interface or the experience.

That’s a change from traditional IT thinking, which historically starts with the technology, says Lane Severson, a senior director at research firm Gartner. “The prominent form in IT is machine-driven or tech-centric,” he explains.

In contrast, human-centered design starts with personas and questions around the personas’ needs, wants, and ambitions as well as their journeys, Severson says.

That, according to practitioners, is what sets human-centered design apart even from user-centered design, as user-centered design still starts with the product and then asks how users will use and experience it — rather than starting with people first.

Research shows that a shift to starting with individuals and putting humans at the heart of innovation and ideation produces measurable results. Severson points to Gartner’s 2021 Hybrid Work Employee Survey, which found that employers with a human-centric philosophy across the business saw reduced workforce fatigue by up to 44%, increased intent to stay by as much as 45%, and improved performance by up to 28%.

Despite such findings, Severson and others say many CIOs and technology teams — and organizations as a whole — have yet to adopt the approach. CIOs often have more immediate challenges to address and other workforce changes to make, such as the move to agile development.

Yet Severson says more technology shops are bringing in human-centered design and seeing good returns for their efforts.

Human-centered design in practice

Katrina Alcorn, who as general manager for design at IBM leads the software design department and design thinking practice, has been a human-centered design practitioner for more than 20 years and says it’s not only a mindset and discipline but common sense.

Still, she acknowledges the approach has been slow to catch on. “You’re creating something for a human, but more often than not we have a tendency — especially with highly technical solutions — to start with the core tech and then figure out how to get people to use it,” she says. “That’s just backwards.”

Alcorn says IBM has been strengthening its muscle in design thinking. The company now offers training and certifications, which give not only designers but others working with them a common understanding of the concept and its principles as well as the language.

“What I call discovery you might call the observe phase, so we do have to align our language to be successful,” she says, adding that technologists who are good listeners and who are curious, empathetic and open to new ideas are already demonstrating key elements of human-centered design.

But that isn’t enough to succeed — at IBM or elsewhere. “It’s not enough to hire designers and say, ‘We do design thinking,’” she says. “If companies want to be successful with human-centered design, they have to create the conditions for designers to thrive.”

Here, embedding human-centered design within the product and service teams is key. As is building out those teams with staff who are familiar with the principles, value the approach, and allow time for research and other parts of the process to happen.

“You want to bring your designers in early, in the problem-framing stage,” she adds.

Delivering human-centric results

Joseph Cevetello, who brought the approach with him when he joined the City of Santa Monica in 2017, is one such CIO doing that.

Cevetello, who had learned about human-centered design during his tenure in higher education, is a fan of the approach. “There’s no better way to get to the needs of the people, the customers,” he says. “I can’t think of any better way to approach innovation than to have that human-centered mindset.”

Cevetello, who models the approach to help instill its principles within his IT team, had staffers work on a project with the Cal Poly Digital Transformation Hub using the human-centered design approach to ideate solutions. That effort paid off, as Cevetello saw his team use that approach in early 2021 when developing a mobile app aimed at making it easier for citizens to connect with the city.

Like others, Cevetello says the human-centered design process all starts with empathy. “To me, empathy is the key to all of it, empathy meaning really trying to engage in a robust inquiry into who the customers are and what their challenges are,” Cevetello says, adding that one of his first tasks was getting his IT team to think in these terms. “I had to get them to think about citizens as customers and these customers have needs and desires and they’re experiencing challenges with what you’re providing. It sounds simple, but it’s very transformational if you approach it from that perspective.”

Sathish Muthukrishnan, the chief information, data, and digital officer at Ally Financial, also believes in the value of human-centered design and the need to start by asking, “What do people really want?” and “What do customers need from banking?”

“We have moved from problem-solving to problem definition,” he explains. “So we’re sitting with marketing, sales, internal engineers, finance and figuring out what we’re really trying to solve for. That is different from building something for people to buy.”

To build the capacity to do that, Muthukrishnan created an innovation lab called TM Studios, whose workers engage directly with customers, handle external research and review customer feedback. (Technology team members rotate through TM Studios to gain and enhance their human-centered design skills, Muthukrishnan notes.)

Muthukrishnan also looks for new hires with experience and skills in human-design thinking, and he offers training in the discipline for employees. Furthermore, Muthukrishnan expects his team to put human-centered design to use, starting with the inspiration phase.

“That’s where you learn from the people you service, immerse yourself in their lives, find out what they really want, emphasize with their needs,” he says. That’s followed by ideation — “going through what you learned and how Ally can use that to meet their needs” — and then implementing the actual product or service.

Muthukrishnan says these tactics ensure “what you’re delivering is most useful and extremely usable for the consumers you’re building for,” adding that the approach enables his team to consider all potential solutions, not just a favored technology — or even technology at all.

Ally’s conversational AI for customer calls is an example of the results. Ally Assist, as it is called (“We don’t trick people into thinking it’s a person,” Muthukrishnan says), will transfer customer calls about Zelle money transfer issues to a live person because Muthukrishnan’s team recognized through its focus on customers “that those are issues that need a human interface.”

“That,” Muthukrishnan adds, “is human-centered design.”

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CIO Carissa Rollins reimagines Illumina IT for business impact

Seemingly since the beginning of time, CIOs have been working to change their IT organizations from “order takers” into “business partners.” They have established business relationship management functions, developed “we are the business” rallying cries, and built leadership development programs emphasizing influence, courage, and business acumen.

These efforts have had a positive impact, but an incremental one. Yes, most IT leadership teams have stronger relationships with their business partners than, say, five years ago, but there is still a long way to go. “Raise the credibility of the IT organization” continues to appear at the top of the wish list that our clients give to our firm when we launch a new CIO search.

Encouraging technologists, often introverts who have spent their careers mastering complex skills, to deepen their understanding of marketing, commercial operations, supply chain, and finance is a slow march. But with the movement of software into the heart of most organizations’ products, services, and growth strategies, a slow march is not sufficient.

So, how do CIOs expedite the business partnership skills of their teams? They adopt what is clearly becoming the gold standard of IT and business team integration: a capabilities (or product) management model.

Carissa Rollins, who became the CIO of Illumina in April of this year, strongly believes in the capabilities management model. With the $5 billion biotech company expanding from R&D and manufacturing into clinical-based genomic health, Rollins sees IT playing an increasingly critical role in business growth and patient care.

“Traditionally, Illumina has focused on the lab, but we are now moving out of the lab and into personalized patient care,” says Rollins. “We are working with physicians and payers on ways to help people understand their genomic health.”

One area where IT can make its business impact felt is around Illumina’s recently announced the NovaSeq X Series, a powerful set of sequencers that promises to advance the real-world impact of genomic sequencing.

“NovaSeq X is an amazing machine,” Rollins says. “Now we need to surround it with a great customer experience that helps providers and patients understand the impact of data on patient health.”

Refocusing IT for business impact

Illumina’s shift from the lab to the patient necessitates Rollins’ IT team to have a more acute focus on customer data and experience. It also requires IT to take initiative to be a co-creator of business solutions.

“In IT, we are too focused on doing what the business wants us to do, so we don’t take the time to invest and learn about the business,” she says. “So, when they tell us what system they want, we don’t have enough knowledge to say, ‘Here is a better idea.’”

Rollins believes a capabilities model is essential, and it starts by establishing standards and reigning in shadow IT.

“It is important to strike the right balance between standards and citizen development,” she says. “In our complex world, IT cannot control everything, but we need standards, especially in our regulated environment. At the same time, we have to allow for citizen development, which will only grow as we hire young tech-savvy people who will work with RPA [robotic process automation] and ML [machine learning] on their own. They won’t wait for IT.”

RPA presents an excellent opportunity for citizen development, but not without the right foundation, as Rollins learned in a previous role. “Our business partners had created more than 300 bots without IT’s knowledge,” she says. “When we upgraded the system, we broke all of them.”

With standards and governance in place, the next step is defining the company’s target capabilities. On which capabilities does the company need to spend more time and money? On customer self-service to ensure a seamless experience? On IoT to be more efficient in device manufacturing?

“The good news is that most industries have a standard capability map to start with,” says Rollins. “Once we have that map, we need to socialize it with our business partners to make sure we all agree that these are Illumina’s target capabilities. This process never ends. The map is always evolving.”

With an agreed-upon capabilities map in hand, the next step is to assess how the current investment strategy aligns to it. “Once IT understands what we are investing in each capability, they become much more focused on our overall business strategy,” says Rollins. “They start to ask why we are spending so much on transportation management and so little on customer self-service, for example. The IT team starts to think like investors, not order-takers.” 

Down to execution

The next chapter in the capabilities story is, of course, delivery. “As CIO, my job is to build a model that that gives IT and our business partners a roadmap that ties into our business strategy,” she says. “At that point, my role in capabilities management recedes, and the CTO position becomes more important.”

The CTO role has many different definitions in the market. Still, for Rollins and Illumina, that person is the lead architect and engineer of the platforms that support the capabilities roadmap. The CTO makes sure the platforms integrate, through APIs, into partner and customer platforms. “The CTO sets the standards for reusable platforms, while the capability manager knows what functions we need to deliver,” says Rollins.

Once you have a capability model that defines your investment strategy, and a CTO to build your platforms, now it is all about building the product teams to execute the capabilities map. “The temptation is to jump right in and build all of your capability teams at once,” says Rollins. “But my advice is to pick a few pilot areas, because how the capabilities teams will work together is very different from how work was done in the past.”

Let’s take customer self-service. The capability manager for the customer self-service team would likely be a very senior person from the customer service organization. That person listens to customer feedback to determine a features roadmap with sub-capabilities. The capability manager brings onto the team a lead engineer, responsible for architecture and design all the way through to testing. “These roles are no longer separate, which is a big shift for IT,” says Rollins. “Before, you had solution architects, developers, and testers. But in the capability model, the engineers are responsible for all those activities, which gives them greater responsibility for delivering the right capability.”

Rollins points out that each step toward a capability model is not linear, but should be run in parallel, and that not all capabilities, like those running on packaged software, will move into the new model right away. 

But regardless of the approach, it is important for CIOs to move to the new model. “In a capability model, IT is no longer accountable just for delivering a new website in China; they are accountable for delivering the customer experience and the sales around that website,” she says. “CIOs cannot build technology-forward businesses with a traditional IT delivery model. We have to shift from delivering IT to delivering capabilities.”

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AWS adds machine learning capabilities to Amazon Connect

In a bid to help enterprises offer better customer service and experience, Amazon Web Services (AWS) on Tuesday, at its annual re:Invent conference, said that it was adding new machine learning capabilities to its cloud-based contact center service, Amazon Connect.

AWS launched Amazon Connect in 2017 in an effort to offer a low-cost, high-value alternative to traditional customer service software suites.

As part of the announcement, the company said that it was making the forecasting, capacity planning, scheduling and Contact Lens feature of Amazon Connect generally available while introducing two new features in preview.

Forecasting, capacity planning and scheduling now available

The forecasting, capacity planning and scheduling features, which were announced in March and have been in preview until now, are geared toward helping enterprises predict contact center demand, plan staffing, and schedule agents as required.

In order to forecast demand, Amazon Connect uses machine learning models to analyze and predict contact volume and average handle time based on historical data, the company said, adding that the forecasts include predictions for inbound calls, transfer calls, and callback contacts in both voice and chat channels.

These forecasts are then combined with planning scenarios and metrics such as occupancy, daily attrition, and full-time equivalent (FTE) hours per week to help with staffing, the company said, adding that the capacity planning feature helps predict the number of agents required to meet service level targets for a certain period of time.

Amazon Connect uses the forecasts generated from historical data and combines them with metrics or inputs such as shift profiles and staffing groups to create schedules that match an enterprise’s requirements.

The schedules created can be edited or reviewed if needed and once the schedules are published, Amazon Connect notifies the agent and the supervisor that a new schedule has been made available.

Additionally, the scheduling feature now supports intraday agent request management which helps track time off or overtime for agents.

A machine learning model at the back end that drives scheduling can make real-time adjustments in context of the rules input by an enterprise, AWS said, adding that enterprises can take advantage of the new features by enabling them at the Amazon Connect Console.

After they have been activated via the Console, the capabilities can be accessed via the Amazon Connect Analytics and Optimization module within Connect.

The forecasting, capacity planning, and scheduling features are available initially across US East (North Virginia), US West (Oregon), Asia Pacific (Sydney), and Europe (London) Regions.

The Contact Lens service, which was added to Amazon Connect to analyze conversations in real time using natural language processing (NLP) and speech-to-text analytics, has been made generally available.

The capability to do analysis has been extended to text messages from Amazon Connect Chat, AWS said.

Contact Lens’ conversational analytics for chat helps you understand customer sentiment, redact sensitive customer information, and monitor agent compliance with company guidelines to improve agent performance and customer experience,” the company said in a statement.

Another feature within Contact Lens, dubbed contact search, will allow enterprises to search for chats based on specific keywords, customer sentiment score, contact categories, and other chat-specific analytics such as agent response time, the company said, adding that Lens will also offer a chat summarization feature.

This feature, according to the company, uses machine learning to classify, and highlight key parts of the customer’s conversation, such as issue, outcome, or action item.

New features allow for agent evaluation

AWS also said that it was adding two new capabilities—evaluating agents and recreating contact center workflow—to Amazon Connect, in preview. Using Contact Lens for Amazon Connect, enterprises will be able to create agent performance evaluation forms, the company said, adding that the service is now in preview and available across regions including  US East (North Virginia), US West (Oregon), Asia Pacific (Sydney), and Europe (London).

New evaluation criteria, such as agents’ adherence to scripts and compliance, can be added to the review forms, AWS said, adding that machine-learning based scoring can be activated.

The machine learning scoring will use the same underlying technology used by Contact Lens to analyze conversations.

Additionally, AWS said that it was giving enterprises the chance to create new workflows for agents who use the Amazon Connect Agent Workspace to do daily tasks.

“You can now also use Amazon Connect’s no-code, drag-and-drop interface to create custom workflows and step-by-step guides for your agents,” the company said in a statement.

Amazon Connect uses a pay-for-what-you-use model, and no upfront payments or long-term commitments are required to sign up for the service.

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Broadcom Raises the Bar on Identity Security

By Vadim Lander, Identity Security CTO & Distinguished Engineer

Even before the era of digital transformation, a central pillar of enterprise security was Identity Security, which focuses on access to digital information or services based on the authenticated identity of an individual. But in this emerging era of multi-cloud, where organizations can no longer depend upon a single web perimeter, companies face a changing constellation of challenges and must find new ways to access disparate resources, while doing so with high degree of security to maintain the integrity of their enterprise. That is where Broadcom’s Identity solutions come in.

Identity in general is an area that is integral to everything customers do when building products and services or interacting directly with their customers. Everything you do requires your identity to be known at various levels of assurance: logging into a computer, banking transactions, cell phone apps, etc.  So as our customers introduce new products and services, their Identity and Security capabilities must foster those business goals while keeping their organization secure.

A Professional Journey 

I have been helping enterprises secure their most mission critical web applications through Identity Security for 25 years, starting with architecting the SiteMinder Web SSO technology with pioneer Netegrity.

Since then, it’s been an exciting journey, with the acquisition of Netegrity by CA and dramatic market expansion into Adaptive Identity – the process of tailoring each customer authentication to the specifics of the request. Along the way, I worked on Oracle Cloud and Oracle Cloud Identity, and ultimately came to Broadcom to work on the next generation of Hybrid Identity Security. Throughout the journey, I have partnered with great folks around the world, helped enterprise customers succeed, and driven a lot of innovation into our Identity products with a sizable number of patents issued.

Innovation Is the Future

We’re at a crossroads now as businesses deal with increasing cyber threats while implementing omni-channel, digital transformation and hybrid initiatives. Last year, approximately 61% of breaches involved credentials or identities. But as Broadcom’s CEO and President Hock Tan has noted, our innovations have helped tackle these and other major challenges facing our customers, partners and the industry.

Broadcom has a reputation for technical excellence with a broad assortment of core technologies across the design space from silicon to software – the world really is Connected by Broadcom. (Truth be told, each time I buy a router, I make sure it includes a Broadcom chip because as an engineer, I trust the company’s development prowess and technology!) 

Securely connecting identities to their apps ultimately is what Identity and Access Management (IAM) does – while managing the different, sometimes competing, goals of doing so securely, ensuring user satisfaction, enabling business while ensuring operational continuity, and meeting compliance goals.

Even before our customers started their digital transformation initiatives, we’ve been observing the challenges of hybrid IT needing to adequately secure omni-channel heterogeneous access via policy-based controls – Any Identity, Any App, Any Time. A number of realities in the areas of digital transformation, hybrid IT and frictionless access have converged to create a perfect storm for traditional Identity solutions trying to keep up with enterprise needs.

Raising the Bar on Identity

Innovation doesn’t take place in a vacuum. It relies on knowing what customers need. That’s why Broadcom is constantly talking with our customers to better understand their goals and issues as they undergo the process of digital transformation.

We’ve taken the collected learnings from that collaboration to better direct our R&D efforts — where our spending outpaces revenue growth by nearly 50%. We’ve incorporated knowledge of customer needs and aspirations into our development life cycle, and as leading practitioners of Identity ourselves, we obviously have a lot to say about how these dots need to be connected. 

We are on the front lines helping our customers address their specific pain points and needs with new software capabilities. We continuously tap the reservoir of expertise across Broadcom’s engineering teams to deliver new value to meet our customers’ evolving demands when it comes to IAM.

A Better Identity Security Architecture

As the process of digital transformation began to accelerate a couple of years ago, it became clear to us that enterprises would need a modern, integrated and open Digital IAM architecture to securely operate their businesses while managing risks and complying with regulations.

As we set out to develop this for our customers, we realized that it was necessary to weave identity and security into a proverbial fabric of applications and application infrastructure to meet the modern requirements of the enterprise. Our goal was to make sure that our software customers would be able to securely manage identities and access throughout their organizations as they uptake hybrid IT to implement digital transformation projects. 

As companies integrate their supply chain, consumers can now go to their websites to understand what is happening with orders and gain an up-to-minute view of what’s taking place. That capability wasn’t available a few years ago. Today it’s possible because suppliers can treat identities in the same way, regardless of whether someone is interacting via a web channel, a mobile channel or an interactive voice response system. And to make that seamless view possible, identity is the key component.

This is where Broadcom’s Identity Fabric Security Services Platform comes in. It delivers the style of identity architecture aligned with new requirements posed by hybrid IT and digital transformation requiring the following:

  • Building it to cloud-native specifications to ensure fit with modern deployment practices — immutable, containerized, zero-down time micro services deployable to incredibly scalable and resilient Kubernetes platforms
  • Using open standards to ensure seamless and cost-effective enterprise architecture for hybrid IT
  • Ensuring 100% API-first and highly extensible functionality for weaving Identity into any application environment and enterprise architecture
  • Accommodating contextual policy infrastructure to keep up with changing business and security conditions in the areas of authentication, authorization and administration
  • Enabling seamless silo-less integration of Identities and Apps, using patterns such as BYOI, JIT, Security Events and others

Extending IAM Infrastructure

Elsewhere, our work has resulted in extending our IAM infrastructure to maximize reuse and ensure business continuity. Customers are now able to integrate with existing session and audit management infrastructure to gain a more comprehensive view of session and audit trails across existing and new application ecosystems. And our work has allowed us to further leverage existing identity stores already containing user and group populations. 

These are just a few of the many benefits our customers are reaping as we innovate our digital IAM architecture. This Identity Fabric approach has since become a “must have” architecture for Identity.

Our customer, Prabakaran Mohanan, IDAM Architect and Lead at Optus Telecommunications says this about their experience working with Broadcom and our Identity products:

“We selected the VIP Authentication Hub from Broadcom Software, because it was a logical modernization enhancement to our existing SiteMinder installation. In Australia there was a mandate to provide consumer users with an MFA solution and the timeframe was short so we engaged with our existing software partner. Once we realized that they had a modern solution for us, we were successful in integrating the solution in less than four months, including new apps and extending our existing SiteMinder Web SSO. The Identity Fabric approach also meant we were also able to use the same solution with our mobile apps. And being a cloud-native architecture underpinned by Kubernetes it proved to be very scalable in dealing with our 10 million+ customer base from the very beginning.”

And with more enterprises moving to a Zero Trust footing, more enterprises will be able to take advantage of Broadcom IAM business services to both become more agile and better cater to their customer’ needs.  

We’re also bringing innovation to the Mainframe security to advance TopSecret and ACF2 with the Identity Fabric technology to support the latest federal passwordless mandates, MFA initiatives, and hybrid IT objectives.

This is the kind of secure and scalable Identity architecture that enterprises need as they compete in a fast-evolving digital era. Broadcom is proud to innovate these solutions for them.

To learn more about Broadcom Identity solutions, visit us here.

About Vadim Lander:

Broadcom Software

Broadcom Software

Vadim is a recognized IAM expert having architected, developed, and led multiple, highly scalable IAM solutions to become industry leaders. At Broadcom, Vadim is focused on evolving IAM to meet the needs of the world going digital.

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Episode 4: Keeping Teams Together in a Digital and Distributed Workplace

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