Justin Lim: I just want to add that one very key factor in project success is for the project manager and team to make sure whatever they're planning to do, they do not allow project scope to creep -- keep within budget and scope.
Justin Lim, CIO & VP, IT, STATS ChipPAC.
When do you consider a technology development or trend serious enough for your own organisation?
Lim: We all face pressure from CEOs and top executives who read about emerging trends or new technology and question why not for your own orgs. I face the same issues and challenges from management. Basically, I have analyse and evaluate to see how that would benefit the organisation. It's back to business justification and alignment. Sometimes, we may not be at the stage of maturity to adopt it. It's how to manage the organisation and expectation of management. Take for example, BYOD (bring your own device). We went through the technology review and found what users really want is the ability to read email and to be able to respond anywhere and anytime they can, not the heavy, transactional applications.
Lee: The risk is to jump into [a new piece of technology] and gets into all kinds of trouble. You'd have to ask: "What kind of business are you?" Mobility is a key thing for Changi Airport to meet, since that is major business driver. Next is to decide whether you're a leader or fast follower for this technology. And therefore, you're constantly on the lookout; making sure your [IT] architecture is in place, and actively looking out for new capabilities. If you decide you don't need to be a fast follower, then a different strategy applies. If you can figure this out, your job will be easier.
Devabalan: My CEO went to the US, got an iPad and started sending email from it. So there's pressure from the top to enable email access via iPads, and other mobile devices. In that sense, it was easier [for CIMB]. From the other perspective, about bringing new ideas, this is very pragmatic. Some ideas come from the business [unit], some from [operations and technology group]. If it's from ops and tech, usually the buying-in is very difficult. We try to influence the business that the idea came from business side rather than from ops and tech. We started this 'community of practice' to get business side involved, sell them the ideas, get them to own the ideas, and then when it comes to execution it becomes easier.
Kuai: It's very different for our organisation. Take for example cloud computing: we're interested but cautious because of the nature of our information. Personally, in getting business to embrace or adopt new technology, I have a lot of personal lunches with [business executives]. Business and IT alignment is very important. Going from the informal front, getting them to buy the idea and then sell the idea to management is one way to solve such challenges.
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