One of hte oldest and most prestigious general medical journals, BMJ – originally called the British Medical Journal – is a weekly open-access, peer-reviewed medical journal. BMJ went fully online in 1995, has all of its issues archived on the internet, and launched its iPad app in January 2011. When did you start your current role?15 months ago Have you completed an MBA?No Order the following sources of advice/information by value to you:1. Peer group2. In-house3. Consultant4. Analyst5. Vendors Technology strategy and spending What is the major transformational IT project that has been recently completed, or is underway at your organisation?Migrating from Lotus Notes to Google Docs, upgrading from Windows XP to Windows 7 What impact will it/does it have on the organisation?Revolutionising the desktop for staff. Most report at least an additional hour every day in terms of productivity gains. Significant improvement in satisfaction scores with technology provision for staff, happier staff, finding it easier to do their job. Significant change in how staff collaborate and share with good take up of collaborative and community tools What new strategic technology deals has your organisation struck and with whom?No major ones, but replaced existing video streaming platform with Brightcove Name your strategic technology suppliers?Google, Microsoft, Highwire, Brightcove, EMC, Moodle, Magento, Eventsforce, Oracle, Salesforce How much is the IT operational spend compared to the revenue or company turnover as a percentage?10% What is the strategic aim of the 玩偶姐姐 and IT operations for the next financial year?To deliver significant restructuring of the product development function, bringing in agile delivery framework, BDD, to upskill a medium size development team, driving significant improvement in throughput of the teams work, delivering higher quality product as a result. Transformation achievements Would you describe the 玩偶姐姐 role as a transformation leader in your organisation?Yes, have been driving significant transformation not just in technology Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?Moving to cloud technologies for core productivity apps – reduced costs of provision, increased staff productivity and staff satisfaction.Moving to cloud technologies for bcp/dr – reducing costs, improving availability and reducing effort in support and maintenanceMoving to agile development framework – business teams have greater visibility of work, the cost of development, and can drive forward what their users require more effectively Beyond technology, can you describe a business transformation programme that you own or contribute to?Changing the strategic planning process within the group, implementing an information governance framework, instigating a formal patient safety regime across the clinical products we sell. What key technologies are being considered to enable transformation?Collaborative technologies, cloud technologies What percentage of your applications / infrastructure is run from the Cloud?30% How is the use by employees of their own technology, use of mobiles and social networking impacting operations, customer experiences or the organisation at present?The implementation of Google Docs has changed experience significantly. Beforehand many staff were using non corporate tools such as Dropbox, reducing our ability to manage information and data effectively. Following implementation the use of Google corporate has meant staff can access their corporate system via a personal device, which has bought significant satisfaction values, and increased information governance. In terms of customer experiences mobile and social media are driving significant changes in requirements for our product development needs Do you have a plan in place for how to deal with shadow IT and BYOD. How do you influence and engage executives, place the right controls around employee choice and engage with the organisation on this issue?We are formulating a plan, part of it is understanding the differing needs of differing staff, in the UK, and overseas. A strong focus is on what needs to be more heavily locked down, rather than a single ring fence at the outer boundary, we are looking at what the impact is on both business and users of where that boundary sites. The most noticeable change in my time at our organisation is when I joined 15 months ago there were 3 corporate mobile devices, other than phones. In Exec boards I was the only exec using a device. In 12 months all 10 execs now use one. The challenge is to curb the enthusiasm Where do you seek transformational inspiration from?A range of sources, reading, looking at others, speaking to our users, data and evidence coming back into the organisation, conferences, etc The 玩偶姐姐 role in the business Who do you report to?CEO Does the 玩偶姐姐 have a seat on the board?No How often do you meet with the CEO?Fortnightly 1-1 Does your organisation have a digital leader and what is the difference in their responsibilities to yours?I am in effect the digital leader What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?100% with me The IT department How many staff make up the IT team? (What is the split between in-house/outsourced staff)Approx 60, 20 in shared service provision for networks/desktop, remainder in product development, for product development the split is 80% in house, 20% outsourced Describe the 玩偶姐姐’s management team, do you have direct reports that develop the relationship and services between the business and IT?In the process if recruiting a new management team. That will comprise – director digital strategy, director product development, service delivery manager And how many log-in accounts do you issue across you organisation?500 staff approx What is the primary technology platform? ( for example ERP, Website, trading system)Online web-based products