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SOA adoption peaked in 2007. Since the beginning of 2008, there has been a significant decline in the number of new adopters. The reasons: companies either viewed the leap as one they we’re prepared for in terms of IT skills, there really was no solid business case for them to do it, or there wasn’t even enough understanding of SOA to even come up with a business case. That’s the result of a recent survey by Gartner on global SOA adoption and reported in InfoWorld.Another big reason could be the drop is the economy. Budgets are down and companies are in more of a defensive posture, maintaining their current operations, rather than breaking ground with new initiatives.Where SOA is being adopted, most adopters are applying it to new installations, even though a lot of the hype around SOA revolves around its usefulness in breaking open accessibility to legacy systems. This indicates that many of the adopters are still in experimentation mode and not fully confident in applying the new technology to their existing systems.The Gartner report notes that many people are still cautious, and in the current business climate, Gartner recommends the cautious approach as a good one. Their advice is to hunker down for the next year and start mapping a strategy to follow up on then.
“When I grow up, I want to be a CIO”, said no child…ever! Firefighter, police officer, doctor, just about anything…but not CIO! CIO of Brain Balance Achievement Centers, Stephane Bourles’ Path to CIO took him from the bright lights and romance of Paris, France to Grass Valley, California in the foothills of the Sierra Nevada Mountains. You might say he became a mountain man on his way to becoming a CIO…but without the shaggy hair and unkempt beard.I met Stephane when we both worked for Thomson (now Technicolor). He and I worked for the same Director in Paris during the early 2000’s. Ironic, his path took him to the U.S. and mine almost took me to Paris. Stephane and I have remained in contact over the years, each one being able to offer insight and advice to the other. I was very excited to talk with him about his path to CIO. Jeff: Ça va, Stephane. Your experience growing up in Paris had to very different from that of most everyone I have profiled thus far. I know you didn’t grow up wanting to be a CIO, what DID you want to be?Stephane: Ça va, Jeff. Great question! I have been thinking a lot about that since you asked to interview me for this series. Honestly, I don’t remember anything specific. What I do remember is always being good at math. I was interested in computers, but mostly for playing games, not programming, to be transparent. Jeff: So, you were a gamer before gamers were cool? (laugh). How did you decide on making computers a career. Stephane: I followed a traditional path in France by applying for an engineering school, it is only after I got my Masters in Computer Science and started to work for Accenture that I realized IT Enterprise Applications was a great opportunity for me. Jeff: Help me with that a bit. I know the educational system in France is much different than in the U.S. Talk me through the “traditional path”. Stephane: My path to a Master in Computer Science was also traditional: you do great in high school, then you work really hard to get into one of the best engineering schools, and then you reflect on what you’d like to do when you graduate and choose what you really like to study, in my case that was computer science. I also quickly realized after I graduated and started to work for Accenture, I didn’t like programming that much. I quickly became an ERP consultant with a more functional role.Your acceptance into an engineering school also impacts your career path. A traditional career path in France is based on your individual performance, but also in many occasions, it is based on seniority within the IT organization and even sometimes on which engineering school you attended 10 or 20 years ago. So your path to the CIO, even if you are a high potential, may not be as fast in France as it can be in the US (but maybe faster than in Japan to put things in perspective). Jeff: Your path certainly has been different than what I am accustomed to hearing. What led you to take the management path versus staying on the technical path?Stephane: I learned very quickly at Accenture that I did not care for programming. Early on in my career I took the management and business process modeling / ERP path. I have the utmost respect for security experts but configuring a firewall has never been my primary skill. Moving to the US back in 2002 deeply influenced my management style. I quickly realized collaboration and understanding other cultures was key to success as a manager.Jeff: Let’s talk about that a bit. How did the move to States come about?Stephane: in 2002, our boss at that time. Philippe Paban, came to me one day and asked me if, as a key potential within Technicolor’s IT organization, I would be interested in taking a two-year expatriate contract in the US. I knew this was a unique career opportunity very few have and it may not present itself twice, so I quickly made the decision to leave friends and family and move to Los Angeles. I loved the experience so much, my two- year contract was extended to five years, then I got a US contract and a green card. 14 years and an additional move later to San Francisco in 2012, I now have dual citizenship and no plan to move back to France. In retrospective, I don’t think if I stayed in France, my career would have accelerated the same way it did in the US.My move to the Bay Area was driven by Technicolor’s divestiture of Grass Valley, a company headquartered in California near Nevada City in the foothills of the Sierra Nevada Mountains. I also saw many more opportunities in technology in the Bay Area than in LA. Jeff: Sounds like you seized the opportunity and it really paid off for you! As your career progressed, was there a moment when you thought to yourself, “I’d really like to be a CIO”? Stephane: It came with the Technicolor divestiture of Grass Valley division, which was sold to a private equity firm. I quickly realized this was a unique opportunity and also a new challenge. I embraced the challenge as I became the IT leader of an independent company. Two mentors were key in my success as they taught me, among many other IT leadership skills, how to report directly to business executives (CFO, CEO): Philippe Paban (CIO of Renault) and Pat Moroney (CIO of Central State Funds).Jeff: I don’t know Pat, but I know Philippe really challenged me to grow as a leader. Stephane, as you think back on your career thus far, what key learnings or discoveries have you made about yourself…and how did you use those to propel your career. Stephane: I was born and raised in Paris, so my move to the US was the biggest decision and key learning I made in my career. As result, I was promoted within Technicolor. I was able to gain the trust of both my American and European colleagues. Establishing trust from your board, from your CEO but also from your employees is the most important skill you’ll need for any leadership role, and in IT it is very easy to over promise and under deliver.Jeff: Great point, I think trust is paramount to be a successful leader. Two part question. Some of the people reading this are aspiring to be a CIO. What advice do you have for them? Also, do CIOs need new skills to succeed in the roll in 2020 and beyond?Stephane: You will have few opportunities in your career and it is important to identify them early on, as these opportunities will come with challenges where you will have to prove you are up for the task. As technology is now a commodity (cloud computing and soon Artificial Intelligence make it so much easier to deploy new technologies and automate processes), it is important to focus on leading the business transformation and strategic sourcing as a CIO, so you stay relevant in 2020 and beyond.—Great advice from Stephane Bourles, CIO of the Brain Balance Achievement Centers! He identified opportunities and not only took the risk, but was confident he would succeed…and did! Stephane is on LinkedInOpens in a new window and follow him on TwitterOpens in a new window. I highly recommend you add him to your professional network. I know I value his insights into business, IT, and understanding culture. Read more of the series, “The Path to CIO: Profiles in LeadershipOpens in a new window”. The series explores the careers of CIOs from around the globe in a variety of industries. Each month we will feature the story of their journeys and answer the question, “How DID you become a CIO?” (If you have held the role of CIO and are interested in telling your story, reach out to me!)
After posting a growth of 66 per cent in the last six months, German luxury carmaker Audi is planning to enter the used car business by 2011 and is looking at adding more models to its portfolio.The company sold 1,876 cars from January-August, 2010 against 1,128 units sold in the same period of the previous year. It expects to sell 2,700 units by the end of this year.”Having successfully surpassed last year’s annual sales performance, we are confident that this consistent growth, which Audi India has been witnessing through 2010 will help us achieve our goals for the year,” Michael Perschke, head, Audi India, said.The company will ramp up its output by 50 per cent in India to about 3,000 units next year.Audi also said it will bring more models to the Indian market.This includes the launch of luxury sedan A7, a new variant of A6, import a completely new version of A8 and a 4.2 litre TDI version of Q7.The company currently assembles luxury sedans A4, A6 and sports utility vehicle Q5 at its Aurangabad facility.
There is shock at the BBC over the decision, with one insider describing it as “monumentally restrictive” as it will deny a likely listener base of more than one million people the chance to listen to the Group E fixture as it unfolds via a traditional radio service. There is also the suspicion at the station that this is a taste of things to come as major clubs, and Liverpool in particular, look to take live broadcasting of their games, on TV as well as radio, in house.Liverpool have defended the decision by pointing out that live commentary of each of their five Champions League group matches so far this season have been broadcast via their website and that access to the service for the Spartak match will, like with the others, be free. All would-be listeners have to do is register to the site.Such a move does somewhat exclude non-Liverpool supporters who may want to listen to commentary of the game as they are unlikely to register to the club’s website to do so, and also excludes anyone who does not own a laptop/home computer/smartphone or access to the internet. Anyone who wants to watch live television coverage of the fixture will require BT Sport to do so, with the channel having retained exclusive rights to show Champions League fixtures in March.Rights to live radio commentaries of Champions League matches in England are negotiated directly between broadcasters and clubs and done so on a game by game basis. BBC 5 Live has yet to do full commentary of one of Liverpool’s European games at Anfield this season, primarily because they have consistently played on the same evening as Tottenham Hotspur, whose fixtures, namely those against Real Madrid and Borussia Dortmund, have been more high profile. They did broadcast Liverpool draw with Sevilla last month, for which they did not have to pay a rights’ fee as it took place in Spain, and were confident of also having a commentary team on Merseyside in midweek, so much so that full live commentary of Liverpool v Spartak Moscow has already been listed on the schedule page of 5 Live’s website.Liverpool insist that their decision is not the start of a process that will see an increasing restriction of live broadcast of their European matches to their official channels and that they will continue to make decisions on a game-by-game basis. Klopp’s team are guaranteed European football in the new year as even if they lose against Spartak, with whom they drew 1-1 in Moscow three months ago, the lowest they will finish in Group E is third, which would see them qualify instead for the Europa League. Share on Facebook Champions League Share on WhatsApp Share on Pinterest Radio 5 Live Read more Share via Email Roberto Firmino on target twice as Liverpool fire five past Brighton Radio Share on Twitter Share on LinkedIn Anyone hoping to listen to live radio commentary of Liverpool’s decisive Champions League tie with Spartak Moscow on Wednesday will not be able to do so after the club made the decision to restrict audio access to the match to their official website.Liverpool had been in negotiations with BBC Radio 5 Live, who along with Talksport broadcast Champions League matches in this country, about full commentary of the fixture since the 3-3 draw with Sevilla on 21 November, when a late collapse by Jürgen Klopp’s side denied them guaranteed qualification to the knockout stages of the competition and meant they require at least a draw against Spartak at Anfield to progress.BBC 5 Live fully expected to secure the necessary rights, only to discover on Saturday that the club is limiting them to a reporter who can send brief updates and post-match interviews with the managers and players from both sides. Liverpool news Topics BBC Share on Messenger Reuse this content