↓ Agenda Key
Visionary speaker presents to entire audience on key issues, challenges and business opportunities
Keynote Presentations give attending delegates the opportunity to hear from leading voices in the industry. These presentations feature relevant topics and issues aligned with the speaker's experience and expertise, selected by the speaker in concert with the summit's Content Committee." title="Keynote Presentations give attending delegates the opportunity to hear from leading voices in the industry. These presentations feature relevant topics and issues aligned with the speaker's experience and expertise, selected by the speaker in concert with the summit's Content Committee.
Panel moderated by Master of Ceremonies and headed by four executives discussing critical business topics
Executive Visions sessions are panel discussions that enable in-depth exchanges on critical business topics. Led by a moderator, these sessions encourage attending executives to address industry challenges and gain insight through interaction with expert panel members." title="Executive Visions sessions are panel discussions that enable in-depth exchanges on critical business topics. Led by a moderator, these sessions encourage attending executives to address industry challenges and gain insight through interaction with expert panel members.
Solution provider-led session giving high-level overview of opportunities
Led by an executive from the vendor community, Thought Leadership sessions provide comprehensive overviews of current business concerns, offering strategies and solutions for success. This is a unique opportunity to access the perspective of a leading member of the vendor community." title="Led by an executive from the vendor community, Thought Leadership sessions provide comprehensive overviews of current business concerns, offering strategies and solutions for success. This is a unique opportunity to access the perspective of a leading member of the vendor community.
End user-led session in boardroom style, focusing on best practices
Think Tanks are interactive sessions that place delegates in lively discussion and debate. Sessions admit only 15-20 participants at a time to ensure an intimate environment in which delegates can engage each other and have their voices heard." title="Think Tanks are interactive sessions that place delegates in lively discussion and debate. Sessions admit only 15-20 participants at a time to ensure an intimate environment in which delegates can engage each other and have their voices heard.
Interactive session led by a moderator, focused on industry issue
Led by an industry analyst, expert or a member of the vendor community, Roundtables are open-forum sessions with strategic guidance. Attending delegates gather to collaborate on common issues and challenges within a format that allows them to get things done." title="Led by an industry analyst, expert or a member of the vendor community, Roundtables are open-forum sessions with strategic guidance. Attending delegates gather to collaborate on common issues and challenges within a format that allows them to get things done.
Overview of recent project successes and failures
Case Studies allow attending executives to hear compelling stories about implementations and projects, emphasizing best practices and lessons learned. Presentations are immediately followed by Q&A sessions." title="Case Studies allow attending executives to hear compelling stories about implementations and projects, emphasizing best practices and lessons learned. Presentations are immediately followed by Q&A sessions.
Discussion of business drivers within a particular industry area
Focus Groups allow executives to discuss business drivers within particular industry areas. These sessions allow attendees to isolate specific issues and work through them. Presentations last 15-20 minutes and are followed by Q&A sessions." title="Focus Groups allow executives to discuss business drivers within particular industry areas. These sessions allow attendees to isolate specific issues and work through them. Presentations last 15-20 minutes and are followed by Q&A sessions.
Analyst Q&A Session
Moderator-led coverage of the latest industry research
Q&A sessions cover the latest industry research, allowing attendees to gain insight on topics of interest through questions directed to a leading industry analyst." title="Q&A sessions cover the latest industry research, allowing attendees to gain insight on topics of interest through questions directed to a leading industry analyst.
Several brief, pointed overviews of the newest solutions and services
Taking the form of three 10-minute elevator pitches by attending vendors, these sessions provide a concise and pointed overview of the latest solutions and services aligned with attendee needs and preferences." title="Taking the form of three 10-minute elevator pitches by attending vendors, these sessions provide a concise and pointed overview of the latest solutions and services aligned with attendee needs and preferences.
Pre-determined, one-on-one interaction revolving around solutions of interest
Executive Exchanges offer one-on-one interaction between executives and vendors. This is an opportunity for both parties to make key business contacts, ask direct questions and get the answers they need. Session content is prearranged and based on mutual interest." title="Executive Exchanges offer one-on-one interaction between executives and vendors. This is an opportunity for both parties to make key business contacts, ask direct questions and get the answers they need. Session content is prearranged and based on mutual interest.
Open Forum Luncheon
Informal discussions on pre-determined topics
Led by a moderator, Open Forum Luncheons offer attendees informal, yet focused discussions on current industry topics and trends over lunch." title="Led by a moderator, Open Forum Luncheons offer attendees informal, yet focused discussions on current industry topics and trends over lunch.
Unique activities at once relaxing, enjoyable and productive
Networking opportunities take various unique forms, merging enjoyable and relaxing activities with an environment conducive to in-depth conversation. These gatherings allow attendees to wind down between sessions and one-on-one meetings, while still furthering discussions and being productive." title="Networking opportunities take various unique forms, merging enjoyable and relaxing activities with an environment conducive to in-depth conversation. These gatherings allow attendees to wind down between sessions and one-on-one meetings, while still furthering discussions and being productive.
7:00 am - 7:55 am
8:00 am - 8:10 am
8:10 am - 8:55 am
According to CIO Magazines most recent State of the CIO survey, nearly 50% of CIOs feel that they are still viewed as order takers, or executors of other peoples visions, while only 25% say that they are recognized as true business peer and strategic game changer. Compounding this issue is the expansion on the C-Suite with roles such as the Chief Digital Officer, the Chief Marketing Officer, and the Chief Data Officer; roles that are being filled by tech savvy digital natives who are challenging the reach and the relevance of the CIO. To survive and subsequently prosper CIOs must invest in three areas " building an innovation center of excellence, breaking the keeping-the-lights-on operational spend cycle, and migrating the IT department away from cost center towards value center.
9:05 am - 9:35 am
Join Equinix to explore how renovating the IT core with an Interconnection Oriented Architecture™ is empowering enterprises to directly connect partners, customers and employees across geographies, devices and cloud services to deliver maximum growth, speed, security, scale and engagement.
9:40 am - 10:10 am
Financial fraud is, unfortunately a huge business, with annual losses so massive that were “Fraud” a country, it would have the fifth highest global GDP. While enterprises in the financial services sector have always used analytical processes to detect and limit those losses, as technology moves forward the analytical capabilities that can be brought to bear increase in exponentially in capability and those on the leading edge are able to see, and stop, more fraud in less time. Just as Big Data capabilities are bringing significant business benefit to other aspects of the business, they can to fraud mitigation but several challenges need to be overcome for maximum efficiency. Only by addressing quality, volume, security, and integration challenges and by further ensuring the right staff with the right skills are in place can benefits actually be realized.
• The increased use of unmanned technology combined with ever quicker financial transaction processing has created a world ripe for the proliferation of fraud
• In a “fight fire with fire” approach, those same machine learning approaches can be repurposed to analyze transactions looking for the needle in the needlestack that is the illicit one
• A Big Data approach only works with the right foundation; garbage in garbage out has never been more true and data and process rigor is essential to success
In many ways ERM, or Enterprise Risk Management, has become just another buzz word that is bandied around without any clear understanding of it’s meaning, any clear understanding of it’s value, or any clear understanding of how it can be achieved. ERM is not a project or a task on a list to be checked off. Instead it is a fundamental change in how an enterprise approaches the way it conducts it’s business to ensure that all possible impacts to it’s capital and earnings are identified, quantified, and mitigated. Such a sweeping paradigmatic shift isn’t something that can be taken on lightly and enterprises seeking to just place a check mark next to a to do list line item will be sorely disappointed in their results.
• ERM is a way of life, not a one-time effort and the only way to value is to come to that realization early
• To be successful, an ERM deployment must be sponsored from the top and have the involvement of every level and every department
• Even though ERM initiatives are all-encompassing it’s best to start small; trying to boil the ocean is the surest way to failure and loss of good will and buy-in
10:15 am - 10:30 am
10:35 am - 11:05 am
Data fabric is the utilization of one interface/operating platform across all data. Customers enjoy having a common interface that enables a unified view of data allowing for increased transparency. As the widespread adoption of virtualization continues, more hybridized systems are being developed. Complexity and implementation are at infancy stages and so scaling and implementing data fabric utilization across multiple channels becomes a challenge. Data fabric enablement provides cross functional transparency, however security measures need to be implemented to mitigate data loss and extraction.
• Data fabric enablement provides cross functional transparency
• Implementing data fabric utilization across multiple channels is challenging
• Understanding the increased importance of virtualization, coupled by the adoption will provide insight on implementation
11:10 am - 11:40 am
Though Mobile Device Management (MDM) has become the de facto mobile computing security platform offering the ability to control devices, and contain critical data, only 50% of organizations have deployed an MDM platform. Not all MDM platforms are equal, nor are the needs of individual adopters. How then should the enterprise make the best of us of the selected tool, ensuring the right level of protection while avoiding the infringement of individual rights? The key to efficient and effective deployment is balancing the protection you need, the capabilities of the tool selected, and the demands to be placed on mobile users.
• Discover the costs and benefits and of MDM deployment
• Determine the capability differences between common MDM platforms
• Learn about common deployment patterns; what works and what doesn’t
For years the security focus of the enterprise was to build a hardened perimeter at the edge of the network, an impenetrable shell that kept the good out and the bad in. Over the last few years this model has fallen by the wayside. Technologies such as Cloud and Mobility have pushed the enterprise beyond its traditional perimeter while increased levels of partnership have created inroads through that shell. As a result, infrastructure based security is no longer sufficient or appropriate and enterprises everywhere are having to make the shift to a new security paradigm, one that is centered on the data itself, not on the infrastructure that houses it.
• Learn the principles of data centric security
• Understand the role encryption plays and how it should be integrated
• Determine when and where data monitoring tools make sense
11:45 am - 12:15 pm
Enabling an agile data center begins with understanding and identifying scalability within infrastructure based on business requirements. Then, enterprises must identify if that IT Infrastructure is elastic enough to be delivered as a service. The challenge becomes coupling both sectors with IT intelligence to deliver automated intelligence that adjusts with circumstances. Once IT infrastructure is software defined, backed by utility computing, and automated healing, the agile data center will be born.
• The agile data center begins with understanding IT elasticity, automated intelligence, and utility computing
• Improve insight on current IT architecture infrastructure to define direction for an agile data center
• Expand the understanding of automated intelligence models, aiding in effective rollout
As enterprise IT is increasingly being delivered by mobile computing platforms, the nature of security threats, as well as the manner in which security is delivered is changing. Mobility pushes computing well beyond the traditional network perimeter meaning not only are new security paradigms are required to protect devices and data from direct threats, but the network itself from threats leveraged through those devices. While traditional security measures aren’t dead, by themselves they are certainly no longer sufficient, and IT departments must invest in new technologies, new processes, and new approaches to ensure sufficient levels of enterprise protection.
• Understand the nature and magnitude of the new threat landscape
• Discover the tools and techniques best suited to address these new threats
• Learn how to best protect your business in an ever more connected world
12:20 pm - 1:20 pm
1:25 pm - 1:55 pm
SDN or Software Defined Networking utilizes processes of engineering data traffic ensuring optimum bandwidth, cost effectiveness, and network adaptability. Understanding this new type of Architecture – and the framework behind use cases is still in that analysis stage for many and so implementation is yet to be instituted. Further understanding behind SDN, accompanied by continued use cases will provide increased insight for enterprises to determine if implementation will expand, increasing overall enterprise process and value.
• SDN is relatively new framework, understanding key components is crucial
• Develop insight on scalability, network adaptability, and security measures to properly implement SDN architecture
• Understand how SDN integrates with IT Architecture, accompanied by adoption
2:00 pm - 2:30 pm
Since almost the very beginning of the IT department, much of the focus of IT professionals has been on integrating systems, applications, and data sets; on tying together the various components of the enterprise to drive single versions of the truth, and streamlined operational capabilities. As IT becomes more complex however, IT Leaders need to find a way to break this cycle or risk becoming mired in ever increasing integration webs, webs that demand 100% of their time and 100% of their budget. Future-proofed CIOs will break this cycle by deploying solutions that are inherently integrated because they are engineered to be integrated from the ground up. With integration a non-issue, these CIOs will be free to focus time and resources on the real challenges of the enterprise: driving growth.
As IT leaders begin to make the Cloud an inherent component of their long-term plans, they face the risk of falling into old habits and simply approaching the Cloud from a purely tech-centric perspective. While addressing the technology questions presented by increased Cloud adoption is important, more important is understanding the business enablement opportunities offered by broader Cloud adoption strategies. Innovative CIOs will need to see the Cloud for what it is; a way to change the conversation and focus away from the bits and bytes to an evaluation of what capability enables optimized business initiatives.
• Learn why viewing the Cloud as an alternate technology delivery channel only is career suicide
• Understand the real value of the Cloud, and that it goes beyond surface metrics like cost savings
• Develop, instead of a Cloud adoption strategy, a Cloud/Business enablement strategy
2:35 pm - 3:05 pm
Disaster Recovery and Business Continuity Planning can be a taxing exercise at the best of times, particularly when it is the CIO that is expected to assume the mantle of responsibility for ensuring not only the availability of the IT services necessary to support business capabilities, but often those business capabilities themselves. The difficulty increases exponentially during a merger or acquisition because now not only are IT Leaders trying to ensure the availability of the systems theyve built and the capabilities that rely on them, but those systems and capabilities of the acquired company which they didnt build, and likely have next to no knowledge of. And since frequency of mergers & acquisitions is only increasing, the likelihood that the CIO will have to deal with this issue is increasing in lock-step. To ensure that everyone is protected from day one of the merger or acquisition, it is vitally important that IT has a seat at the M&A table, is party to the discussions and planning, and has the financial flexibility to not jut tie the two sets of systems together but to extend an umbrella of protection over both.
There is no escaping the fact that the demands on the IT department are changing. Those changes are necessitating changes in the IT department itself and nowhere is this being felt more than in the roles and responsibilities of the IT staff themselves. Complicating this transition is the fact that every IT department is undergoing to change at roughly the same time making the personnel with the requisite skillsets extremely hard to find, and perhaps even harder to retain. Savvy CIOs need to quickly identify which are the hot skills they most urgently require and then build a strategy that allows them to build (train), borrow (outsource), or buy (hire) the right people with the right capability at the right time.
3:10 pm - 3:25 pm
3:30 pm - 4:00 pm
The Internet of Things (IoT) is moving from being Science Fiction, to be Science Fact as sensors are being imbedded in everything, and ubiquitous wireless networks are facilitating constant communications. Value driven use cases are being made, but in many cases are far and few between and so CIOs evaluating this paradigm shift are left to wonder whether this is something they should drive, should enable, should control, or should ignore. CIOs need to begin taking action now to embrace the changes that can be wrought by IoT, not for the benefit of the IT department, but as value generators for the organization as a whole.
4:05 pm - 4:35 pm
Executives are currently facing a difficult challenge in terms of personnel management because they are dealing with three very different generational groups of workers " Baby Boomers, Gen Xers, and Millennials. These three groups all have very different outlooks on the world and on work, and all have very different work styles and capabilities. These differences lead to lack of understanding and conflict in a lot of cases, conflict that leaders must learn how to overcome. Smart leaders know that they need to leverage the differences between generations rather than expecting, and trying to force, everyone to be the same, and that building an integrated workforce, with complimentary skills and abilities, is the key to long-term workforce stability.
While the combination of Social, Mobile, Analytics, and Cloud have been present and disrupting IT departments and enterprises as a whole for over two years now, in many ways organizations have still not fully embraced them, have still not fully leveraged them. These new platforms allow organizations radically new ways to go to market, allowing for broad scale deployment of systems of engagement that create dynamic relationships with clients and prospects. Finding the resources, wherewithal, and ability to fully commit to these technologies and the capabilities they create has proven to be a struggle for many, but a struggle that can be overcome by leveraging the right partners that bring the right skills and experiences to bear.
Mark Tonnesen, CIO, CSO & VP of Operations, Neustar
4:40 pm - 5:10 pm
It has been said that leveraging Big Data is like looking for a needle in a haystack; that the challenge is finding the one piece of insight in the sea of irrelevant data. The truth is there is no irrelevant data just data without initial context or meaning, suggesting the problem in actuality is one of looking for a needle in a needle stack. Compounding this problem is that, to offer maximum value, these insights need to found as quickly as possible lest someone else find the relevance first and exploits the opportunity that goes along with it. IT Leaders need to focus not just on building the toolset that allow the business to find insights, but on building an insight pipeline that finds the relevance and feeds it to business peers.
5:15 pm - 6:00 pm
Since the inception of the role, the focus of the CIO has primarily been one of Technologist and IT Operations Manager; selecting the tools and services necessary to support the business, and then efficiently and effectively operating them. This is a future of declining organizational value however as technology becomes increasingly democratized and other organizational groups take control over individual systems and data sets. CIOs need to recast themselves instead as Strategists and Business Innovators; leveraging their unique position at the crux of the organization to propose alternatives to the accepted way of doing things, and to drive organizational growth through business alignment and organizational change.
6:00 pm - 6:10 pm
6:10 pm - 8:00 pm