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As the chief businesstransformation and technology officer at Twinings Ovaltine (TwO), some might imagine Sandeep Seeripat’s role to be the epitome of what a senior technology executive should be, with a remit beyond IT operations, an authoritative voice in the boardroom and a reporting line straight to the CEO.
While the company is leading technology development for the markets it serves, working behind the scenes is the company’s IT organization, which is charged with delivering digital solutions and useful businessintelligence on market conditions, competition, supply chain, and customers. How extensive is your data-driven strategy today?
While the company is leading technology development for the markets it serves, working behind the scenes is the company’s IT organization, which is charged with delivering digital solutions and useful businessintelligence on market conditions, competition, supply chain, and customers. How extensive is your data-driven strategy today?
The scope of its efforts so far is demonstrated by its shift into lower-carbon businesses, power trading, and convenience stores, which represented just 3% of its investment in 2019 but 23% in 2023. This change in business focus is accompanied by an ongoing digital transformation.
JLR’s move to electric drive trains is part of a wider businesstransformation the company calls Reimagine, under which it also plans to halve greenhouse gas emissions from its supply chain and operations, compared to 2019 levels, by 2030, and to reach net zero carbon emissions by 2039.
They may also be responsible for data analytics and businessintelligence — the process of drawing valuable insights from data. Capital One appointed the first CDO in 2002. Only a few organizations followed suit in the decade that followed.
Analysts say the ability to support digital businesstransformation efforts with a zero-trust security posture while keeping complexity manageable is a significant driver of SASE adoption. “Often the issue when you’re on the infrastructure side is that one doesn’t really understand the customer pain point,” Nair says.
The ongoing delays and costs appear not to have pleased Invacare’s board, which two weeks later nudged Monaghan out saying the company needed “a change in leadership to oversee the successful execution of Invacare’s businesstransformation.” By March 2019, things were slipping. s purposes. The lawsuit is still ongoing.
Measuring progress during this journey, he shares that “employee engagement went up by 9%, wellbeing up by 13%, progress up by 18%, and customer satisfaction score shift from 71% in 2019 to 88% in 2022.” What the future CIO role could look like It is a given that CIOs in the future will perform beyond their IT functions.
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