Rocco Labellarte's delivery of full cloud computing to Windsor & Maidenhead Council, a SaaS-based responsive website and a relationship management solution has, along with IT-enabled output-based working, underpinned a shift from presence-based workers to an output-based economy and offers a blueprint for secure cloud-based IT services. When did you start your current role?December 2012. What is your reporting line? Chief executive. Do you meet with and discuss business strategy with the CEO every week? Every fortnight. Are you a member of the board of directors? No. What other executive boards do you sit on? Corporate strategic transformation board. Does your organisation have a CDO? No. What non-technology responsibilities do you have in the organisation? Corporate change governance. How many employees does your organisation have? 1,500. Does your organisation carry out significant trade in the EU? No. How many users does your department supply services to? 1,500. How do you ensure that you have a good understanding of your business and how your customers use your business's products?Selective networking with strategic directors, decision-makers and colleagues across the broader peer group community. Windsor & Maidenhead Council technology strategy and agenda Is your organisation being disrupted by the internet, mobility or technology-oriented start-ups? No. Are you empowered by your organisation to disrupt from the inside? Yes. Describe a disruptive measure you’ve led or played a major part in Delivering full cloud computing to the organisation. Replacing our web channel with a SaaS-based responsive website and relationship management solution that positions us firmly in the mobile device delivery space. What major transformation project has been recently completed or is under way at your organisation? Cloud hosting, SaaS, cloud telephony as a service, digital channel shift strategy, and smarter working (output-based working enablement through technology). What impact will the above transformation have on your organisation? A significant reduction in our property portfolio, a shift from presence-based workers to an output-based economy, and a blueprint for secure cloud-based IT service delivery. How has your leadership style contributed to the outcomes of the transformation project?Clarity of purpose, on-time delivery, stakeholder engagement from the outset, getting people on board for change, demonstrating effective leadership in a crisis, empathy. What key technologies do you consider enable transformation? IaaS, SaaS, mobile devices, ubiquitous wireless access. Are you increasing the number of cloud applications or infrastructure in use at your organisation? Yes. What is your information and data analytics vision for the organisation? A single, consolidated and transparent view of the citizen that enables the right choices and decisions to be made at the right time. How is mobile and social networking impacting operations and customer experience? Both represent a paradigm shift from the last decade of service provision. The bar on customer expectations has been raised to a whole new level, dictated by the quality and ease of information exchange on mobile devices. Describe your strategic vision towards shadow IT and BYOD. How do you influence and engage executives and employees around choice? Shadow IT has been all but eradicated in our organisation by providing the most reliable, easy-to-use and timely change management procedure, coupled with strong governance and policies, together with a high degree of confidence in our ability to deliver the strategic vision. BYOD is managed through the same governance model. Over a period of time you must learn to gain not only the trust of executives and staff through your words and behaviours, but also prove to others that the vision and decisions made repeatedly deliver the promised benefits. In that way you become their trusted adviser and leader. What strategic technology deals have been struck and with whom? Among others, cloud hosting with Amazon Web Services and Microsoft, PaaS content management system with Jadu, mobile telephony with EE, MS365 and SharePoint with Microsoft, business process redesign for SaaS CRM solutions with Salesforce and Arcus. Who are your main suppliers? Amazon, Microsoft, BT, Jadu, Salesforce, Northgate, Capita, EE, Southern Comms. Windsor & Maidenhead Council IT security and budget Has your organisation detected a cyber intrusion in the last 12 months?No. Has cyber-security risen up your management agenda?Yes. Does your organisation understand the potential cyber-security threats it faces?Yes. Has this led to an increase in your security budget? Yes. What is the IT budget? £5m. What is the strategic aim of the 玩偶姐姐 and IT operations for the next financial year? Digital transformation strategy, implementing the new digital-by-default website and channel shift programme. Are you finding it difficult to recruit the talent you need to drive transformation? Yes. Has recruitment and retention risen up your agenda as a 玩偶姐姐? Yes. Are you looking for recruits in the EU to fill the skills shortage you have? No. Does your IT organisation operate an apprenticeship scheme?No. Windsor & Maidenhead Council technology department How would you describe your leadership style?Inclusive, engaging, clear, empowering and decisive. How many employees are in your IT team? 45. What is the split between in-house/outsourced staff? 100% in-house. Does your team include key skilled workers from the EU? No.