Digital transformation may be at a very early stage in the consumer packaged goods sector, but Darrell Stein is going full-throttle, raising awareness and explaining what could happen if Reckitt Benckiser does nothing. He has coordinated previously isolated digital activities so the business can scale winners rapidly, created innovation teams and targets, and is reskilling IT so that corporate IT and agile IT can work together. When did you start your current role?September 2014. What is your reporting line? CEO. Do you meet with and discuss business strategy with the CEO every week? Every two to three weeks. Are you a member of the board of directors? No. What other executive boards do you sit on? Exec committee. Does your organisation have a CDO? No. What non-technology responsibilities do you have in the organisation? Data, digital transformation. How many employees does your organisation have? 50,000. Does your organisation carry out significant trade in the EU? Yes. How many users does your department supply services to? 50,000. How do you ensure that you have a good understanding of your business and how your customers use your business's products?Spending time with all parts of the business – ie out with sales teams in India. Reckitt Benckiser technology strategy and agenda Is your organisation being disrupted by the internet, mobility or technology-oriented start-ups? Yes. Are you empowered by your organisation to disrupt from the inside? Yes. Describe a disruptive measure you’ve led or played a major part inCreation of new business units to compete against established channels. What major transformation project has been recently completed or is under way at your organisation? Digital transformation is at a very early stage in the consumer packaged goods (CPG) sector, so it's all about raising awareness and showing teams what happens if you do nothing, using other sectors as examples such as retail and banking. Digital activities were very federated, happening in pockets across the globe. These are now coordinated, so we can scale winners rapidly – for example, tracking some breakthroughs from the Far East globally. We are building a digital strategy with marketing to achieve digital targets. We are also creating innovation teams and targets, reskilling IT to operate in dual-speed mode, with corporate IT and agile IT working together. What impact will the above transformation have on your organisation? Major, as we have agreed tough revenue targets for the next three years. How has your leadership style contributed to the outcomes of the transformation projectPreviously the digital journey was happening without the IT group's involvement, thereby rendering IT irrelevant. 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? To use data to improve marketing spend accuracy, and having data available any time anywhere to support a truly connected company. How is mobile and social networking impacting operations and customer experience? • Operations – transforming a 9-to-5 operation into a 24×7 global operation• Infrastructure – we need a flexible infrastructure capable of supporting agile tech• Content – must be accurate, up to date, fresh• Customer – enables CPG to connect directly with end customers Describe your strategic vision towards shadow IT and BYOD. How do you influence and engage executives and employees around choice? To drive and lead tech, so IT is bringing tech to marketing and sales. Not to fight shadow IT, but embrace it. Support BYOD, which has previously been fought against. What strategic technology deals have been struck and with whom? • Facebook – major marketing deal• Salesforce.com Who are your main suppliers? HP, IBM, Wipro and Infosys. Reckitt Benckiser 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? £140m. How much is the IT operational spend compared to the revenue as a percentage? 1%. What is the strategic aim of the CIO and IT operations for the next financial year? To save money on BAU (business as usual) to reinvest in innovation. Are you finding it difficult to recruit the talent you need to drive transformation? No. Has recruitment and retention risen up your agenda as a CIO? Yes. Are you looking for recruits in the EU to fill the skills shortage you have? Yes. Does your IT organisation operate an apprenticeship scheme?No. Reckitt Benckiser technology department How would you describe your leadership style?Straightforward, dealing with issues by relating them to business outcomes. Explain how you’ve supported and developed your senior leadership team to support your overall objectives and visionHeld sessions with the exec committee to explain how we can use digital to supercharge the growth of the business. How many employees are in your IT team? 450. What is the split between in-house/outsourced staff? 50/50. Does your team include key skilled workers from the EU? Yes.