↓ 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.
3:00 pm - 4:30 pm
4:30 pm - 6:00 pm
Communication,” “business acumen,” and “relationship building” are all familiar entries on every “Top IT Leadership Skills” list ever written. While these attributes continue to be important in our current climate of risk, innovation and IT opportunity, they are just a drop in the bucket. In an era where technology belongs to everyone, the technology executive must have so much more. In this newly updated presentation, Martha Heller, an IT executive recruiter and author of The CIO Paradox and Be the Business: CIOs in the New Era of IT (fall 2016) presents a list of new skills critical to any IT leader working today. Drawing on personal interviews with more than 400 successful CIOs, Heller, a master storyteller, offers case studies, anecdotes, advice and impressions to arm attendees with the skills they need to bring their companies into the future.
6:00 pm - 7:00 pm
7:00 pm - 8:30 pm
8:30 pm - 10:00 pm
7:00 am - 7:55 am
8:00 am - 8:10 am
8:10 am - 8:50 am
8:55 am - 9:35 am
Many organizations are discovering that adopting service catalogues, curated collections of business and IT services, can both enhance IT-business relationships (by clearly outlining capabilities and expectations as well service costs) and improve operational competency (by standardizing service offerings). Service catalogues are only as useful as their accuracy however and a service catalogue with service levels that cannot be met can in many have a greater negative impact than not having a service catalogue at all. To ensure that service levels are set appropriately it is important to understand the capabilities of the people, processes, and tools that underlie them and this requires measurement up front to eliminate guess work.
9:45 am - 10:15 am
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.
10:20 am - 10:50 am
When it comes to a move to the cloud, enterprises have three very distinct options available to them (or two distinct options and a third that is the blend of the first two). Public clouds offer the potential of tremendous flexibility and unparalleled efficiency but come with question marks about security and resiliency. Private clouds directly address those concerns but bring far bigger price tags, both in terms of dollar cost and management requirements. On the surface hybrid clouds seem to offer the best of both worlds by marrying the best of public and private, and minimizing their worst. But this isn’t necessarily the case and in many ways hybrid can be seen as nothing more than a compromise solution that compromises all the benefits of the cloud. The key for enterprises when selecting a cloud model is to look at the big picture and build a strategy that leverages strengths, minimizes weaknesses, and is built for the long term.
10:55 am - 11:25 am
Once upon a time applications ran directly on physical hardware. Then the boxes got bigger and more capable and multiple applications were run on the same hardware. There were some resource constraints, but things in general became more efficient. Time passed, things evolved and virtualization was introduced, allowing enterprises to run even more applications even more efficiently on the same hardware. And then the cloud came on the scene, extending the virtualization model to the point that it looked like something completely different, to the point that it became true utility computing. Cloud computing is not just “virtualization on a bigger scale” and as CIOs prepare their organizations to dive into private clouds at an increasing rate, it is very important to understand what they are and are not, and how they differ from their forbear computer models with which we are all familiar.
11:30 am - 12:00 pm
The promise of the cloud is almost beyond compare; infinite computing resources, unmatched reliability and uptime, instantaneous service availability, simplistic self-service and provisioning, and the low-low prices of a “buy by the drink” model. These are the reasons behind the rush to the cloud that we are currently experiencing, but the wholesale adoption does bring a downside – as more and more capability is moved to the cloud, more and more cloud providers are utilized since, for the most part, each provider offers only a limited suite of services. The MultiCloud environment that creates a new set of challenges that IT leaders need to overcome, notably resiliency, interoperability/integration, and security and compliance through careful planning and the lessons learned from building complex on premise distributed systems.
12:05 pm - 12:35 pm
The cloud is becoming an increasingly important tool in the toolkit of both IT and the business, whether it be plain-Jane Infrastructure as a Service or highly specialized Software as a Service and as a result is being broadly adopted. However, while provisioning a Cloud service might be a simple as a call and a credit card, successful implementation is a different matter all-together and a variety of factors need to be taken into account. To be successful you need to start early, building an adoption plan, selecting the most appropriate solution, managing the implementation with an eye to all the moving parts, and managing the ongoing relationship forcefully but fairly. Place a single step wrong and the benefit and value can be severely compromised.
12:40 pm - 1:40 pm
1:45 pm - 2:15 pm
By now there can be no doubt that the cloud is here to stay. Whether SaaS, PaaS, IaaS, public, private, or hybrid, cloud is fast becoming the de facto computing platform for dynamic businesses. However, while the cost benefits, flexibility benefits, and opportunity benefits are clear, there continue to be a number of hurdles that can limit adoption, chief among them regulatory compliance. For the oil and gas industry, one that is notably overseen by significant regulation, these challenges are slowing adoption of the cloud for production workloads. As the business case becomes ever more compelling though, energy sector IT leaders will have to find a way to make the cloud work for them.
2:20 pm - 2:50 pm
The three core forms of Cloud are Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). SaaS jumped out of the gate to a quick lead in terms of enterprise adoption, and continues to hold a dominant position in the delivery model wars. IaaS took a little longer to get up a head of steam, particularly for production deployments, but the allaying of resiliency, security, and compliance concerns has allowed it to begin to push more to the forefront. Left in the dust is PaaS with scuffling adoption rates, with the situation only posed to become worse as IaaS providers begin to offer solutions that squeeze upwards from the bottom of the stack, and SaaS providers offer ones that squeeze down from the top. As IT leaders build out the comprehensive cloud strategy, they need to give serious thought to the viability of their current and future PaaS investments. PaaS has a future to be sure, but does it have a future in your enterprise?
2:55 pm - 3:25 pm
The vast majority of cloud services available on the market today are best described as horizontal offerings – the same feature set and functionalities offered to each enterprise regardless of the different market pressures those enterprises face. But “one-size-fits-all” horizontal offerings are not the only way in which cloud can be consumed because businesses aren’t one-size-fits-all in their individuals needs and approaches to their market spaces. As a result, vertical cloud offerings are increasingly coming to market. These solutions differ from private clouds in that they don’t offer that truly individual level of customization, instead providing a “one-size-fits-some” approach. The advantages of such an approach (semi-custom offering without the semi-custom pricing primarily) can make these solutions seem appealing, but IT leaders must determine whether the inherent risk of a smaller and more niche focused solution offsets the benefit of a more tailored and less generic offering.
3:30 pm - 4:00 pm
As human beings we all know that sooner or later, most relationships end, and the same of course is true for IT department – cloud service provider agreements. When human relationships (whether personal or business in nature) end, we can easily move into new ones because the “interfaces” with the new “service provider” remain consistent with those of the old, but when it comes to cloud-based systems, the same cannot necessarily be said. Portability can be hampered by many factors at the data (differing data models), application (differing programming languages), platform (differing operating systems), or even infrastructure (differing stacks) layer and all of these inconsistencies must be taken into account when establishing a cloud relationship. While IT departments may not be able to jump cloud to cloud to cloud, they can ensure at least a base level of portability by ensuring interoperability between cloud platforms and internal systems so that at the very least capabilities can be repatriated.
4:05 pm - 4:35 pm
The lifeblood of any cloud relationship is the Service Level Agreement (SLA) upon which it is based – the SLA sets the expectations of both parties and acts as the roadmap for change, whether planned or unplanned. Each SLA has a complex lifecycle that includes three distinct phases – negotiation where the original terms of the agreement are established, measurement where service is actively monitored to ensure agreed upon levels are achieved, and management where deficiencies from and adjustments to initial agreements are acted upon. IT Leaders must take an active role in all phases of the SLA lifecycle to ensure optimal protection for their enterprise.
4:40 pm - 5:20 pm
Best practice in most enterprises, at least as far as the CIO and CISO goes, is to squash Shadow IT wherever it is encountered. Shadow IT, the argument goes, leads to a world of data and integration problems for the IT department, and significant amounts of unknown and unquantifiable risk for the information security group. A small but vocal minority however is beginning to advocate for Shadow IT as a catalyst of innovation, citing the increases in productivity and creativity by allowing enterprise staff to find their own out of the box solutions to organizational problems. CISOs can allow their organizations to have their cake (Shadow IT) and eat it too (still be secure) by following a few simple steps that allow them to build in security regardless of user activity.
5:20 pm - 6:30 pm
6:30 pm - 8:00 pm
8:00 pm - 10:00 pm
7:00 am - 8:00 am
8:10 am - 8:50 am
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.
8:55 am - 9:35 am
Organizational complexity is the single most significant impediment that enterprises are dealing with today; it underlies every business problem enterprises faces and undermines every effort to address them. Organizational complexity is grounded in cumbersome processes, but those poor processes exist only because enterprise applications themselves, including those that are customer facing, as well as those that are not, are complex and unwieldy. To address cultural complexity then, enterprises must eliminate the complexity in their application suite by either building new, buying new, or more efficiently simplifying what they already have. Only by simplification can enterprises eliminate complexity in an efficient and effective way and position themselves for success.
9:45 am - 10:15 am
Perhaps the single biggest value purported from the cloud is that of cost reduction, the opportunity to drive down sky-high IT costs to either meet mandated spending reductions or to channel freed up funds into innovation and growth initiatives. With monthly per-user pricing, businesses avoid huge capital outlays, but the pricing models are so divergent from what IT departments are used to that it isn’t always easy to determine whether they advertised savings actually measure up, and in surveys respondents rarely indicate their savings were everything they expected them to be. To be able to determine just how cost effective cloud solutions are, CIOs need first to calculate the true per-user cost of alternate solutions, including those already in place.
10:20 am - 10:50 am
While applications exist, in general, to perform a specific pre-defined function or purpose, rarely do they operate independently and indeed significant IT resources have been expended over the years integrating applications to allow them to work together. With an ever-greater push to the cloud comes a change to how application integration is handled. Firstly, cloud delivered applications tend to be far more siloed than fuller on-prem application suites, meaning significantly more of them, and therefore significantly more integrations between them exist. Secondly, the distributed nature of cloud-based applications introduces more system latency requiring a switch from synchronous to asynchronous communications that requires a radically different integration approach.
10:55 am - 11:25 am
11:30 am - 12:00 pm
As enterprise applications becoming increasingly distributed as a result of broader cloud adoption, so too will enterprise data stores become increasingly distributed. While this presents general data management issues, of particular importance is the challenge of data integration in the cloud. Though ETL type processing continues to be a viable method of integrating data, the siloed nature of cloud application deployments radically increases the number of transactions required to consistently aggregate and integrate enterprise data. Add to this the fact that most existing ETL tools are optimized to work between relational databases, while many cloud solutions are based on NoSQL structures and may be required to migrate data through intermediary “staging” platforms. As transaction volume increases exponentially, so does bandwidth usage and bandwidth cost and so CIO’s need to work hard to control this spiral while facilitated clean integration.
12:05 pm - 12:45 pm
The importance technology plays within an enterprise will only continue to gain momentum as more developers, engineers, and programmers enter the workforce. As these segments continue to grow, so does the diversity of the workforce within the technology field. For a field that is severely constrained by a talent and skills gap, this influx of bodies can only be a good thing. Beyond the basic ability to deliver of identified capabilities a diverse workforce, whether cultural or gender influenced offers a whole that is more than the sum of the parts. Finding ways to drive and increase diversity in IT then should be a key focus for every IT executive.
12:45 pm - 12:55 pm
1:00 pm - 1:30 pm
1:30 pm - 2:00 pm
2:00 pm - 5:00 pm
5:00 pm - 5:30 pm
5:30 pm - 6:30 pm
6:30 pm - 8:00 pm
8:00 pm - 10:00 pm