Interserve CIO Darryn Warner has introduced new ways of working, Office 365 collaboration tools and a staff-focused strategy that allows more flexible devices and BYOD backed off against a new cloud computing service. He aims to allow users to combine data from various sources and model them locally through BI to inform the business where it needs to intervene. When did you start your current role?September 2013. What is your reporting line?CFO. Do you meet with and discuss business strategy with the CEO every week?No. Are you a member of the board of directors?No. What other executive boards do you sit on?Innovation board, sustainability board, IT investment committee. Does your organisation have a CDO?No. What non-technology responsibilities do you have in the organisation?Group innovation lead. How many employees does your organisation have?85,000. Does your organisation carry out significant trade in the EU?Yes. What number of users does your department supply services to?18,000. How do you ensure that you have a good understanding of your business and how your customers use your business's products?I meet monthly with the management of our divisions and also regularly visit our frontline operations to see how technology could be exploited. I also have very frequent one-to-ones with other key stakeholders and sit on most cross-divisional initiatives' governance forums. Interserve 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 inProgramme to adopt new ways of working, involving a new digital identity through cloud Active Directory, adoption of Office 365 collaboration tools, a new end-user computing strategy that allows more flexible devices and also BYOD, backed off against a new cloud computing service via Microsoft Azure. What major transformation project has been recently completed or is under way at your organisation?Interserve is a company with strong growth aspirations and the scale of the Initial Facilities deal has allowed us to supply a broader set of facilties services to our UK customers and expand facilities management into Europe and the Middle East. What impact will the above transformation have on your organisation?The IF transaction took us through the £3bn barrier and allowed us to supply a broader set of FM services to our UK customers and expand FM into Europe and the Middle East. How has your leadership style contributed to the outcomes of the transformation projectMy collaborative and inclusive style has helped build bridges across the two organisations and bring them together into one integration team across multiple functional work streams. What key technologies do you consider enable transformation?Adoption of Office 365 and migration of acquisitions' datacentres to our cloud computing platform. 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?The vision is to provide a capability that allows our users to combine data from various sources and model them locally through Microsoft Power BI to inform the business where it needs to intervene. How is mobile and social networking impacting operations and customer experience?Mobile working is key to both our FM and construction businesses as we manage the flow of information around both projects and contracts. Being able to deliver our BIM capabilities to remote sites through 4G-enabled tablets has proved very beneficial to our collaborative partnerships. Describe your strategic vision towards shadow IT and BYOD. How do you influence and engage executives and employees around choice?We are building a BYOD capability as part of our end-user computing strategy, so today it is limited to mobiles and tablets that are allowed in so long as they have an agent installed that allows us to discharge our information security obligations. Shadow IT is something to be harnessed and focused to support innovation and experimentation, but it also needs governance to prevent wasted effort and failure to leverage commodity IT opportunities,. What strategic technology deals have been struck and with whom?Microsoft SCE deal in 2014 and likely EA in 2015. BT Compute deal and also fixed/mobile/voice/data through its EE partnership. Who are your main suppliers?BT, Microsoft, IBM, Oracle. Interserve 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?Around £50m. How much is the IT operational spend compared to the revenue as a percentage?2%. What is the strategic aim of the CIO and IT operations for the next financial year?Move to Azure (transformed) and BT (legacy) clouds, deploy new ways of working platforms (new AD, build business capability models for all five divisions and use to drive application rationalisation programme and realise cost efficiencies from optimising our global IT spend.. 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 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?Yes. Interserve technology department How would you describe your leadership style?I would describe myself as passionate, pragmatic and energetic, with a primary focus on ensuring technology is a differentiator that can create value and drive cost efficiencies. Explain how you’ve supported and developed your senior leadership team to support your overall objectives and visionEven though I have not had them for long, we meet weekly every Monday and I have regular one-to-ones to discuss key issues and personal development. We also bring together an ELT (extended leadership team), my direct reports and their direct reports on a quarterly basis to workshop key issues or debate our strategic directions. How many employees are in your IT team?Around 350. What is the split between in-house/outsourced staff?95% insourced. Does your team include key skilled workers from the EU?Yes.