Joanna Poplawska, CEO, CITF
Joanna is the CEO of 'Collaboration, Innovation and Technology Forum', a UK based, over 3000 peer strong organisation for technology teams operating across different sectors and industries. CITF ’s member organisations include many blue chip companies- BAE Systems, Barclays, John Lewis, Home Office, Cancer Research, British Airways, and Kimberley Clark, just to name a few.
The CITF supports technologists in their personal and professional development and supports their organisations in creating an inclusive, modern technology workforce.
Joanna’s career started in the HR department of Coca-Cola Poland after she graduated in law. She then became a country HR Director for Sony. Joanna is the author of “HR Handbook”, published by the Polish Ministry Of Labour, based on her experiences and insights.
After moving to the UK, she discovered CITF and started working there part time as a HR advisor. Five years ago she has become the CEO leading the association into digital world. Her work allows her to combine her passion for nurturing talent with her interest in technology as a business driver.
Tanya Foster-Fitzgerald, CIO, Raytheon
Tanya’s responsibilities encompass the complete range of Raytheon UK Information Technology delivery in support of outstanding operational execution whilst enabling the company’s strategic growth plans. With more than 25 years’ experience in the IT industry, Tanya’s diverse career has seen her hold a number of senior international leadership roles within IT leading, Global shared service business delivery teams, Digital Transformation programmes. Her career to date has included delivering transformation and operational services across the Oil and Gas, Supply Chain Services, Technology, Financial Services, Retail and Pharmaceutical sectors.
Tanya joined Raytheon from the Wincanton Group where she was the CIO responsible for IS Strategy and Transformation. This included leading the design, development and delivery of all IT products and services for Wincanton’s customers across the Defence, Manufacturing, Industrial and Retail sectors. Prior to this she held leadership roles with DHL, Arrow Electronics, NSA Europe, Charles Schwab, Visa International, ABN Bank, Co-operative Bank and the International Maritime and Satellite Organisation (Inmarsat) Throughout her career, Tanya has supported the innovation, technology and science communities and the development of these industries towards creating diverse and fulfilling workplaces.
An advocate of workplace change, equality and inclusion, she contributes by actively encouraging Women in Technology throughout their careers and mentoring numerous women in STEM. She is also the current executive sponsor of Raytheon Womens Network in the UK. Tanya is an alumni member of Said Business School, Oxford University and Cranfield School of Management where she studied IT Strategy and Leadership. Married with a son and daughter, in her leisure time she enjoys sport, travel and is a committed Bath rugby fan.
Today we know that technology can fundamentally alter business models – there are plenty of examples of this: Uber, Netflix, Airbnb, just to name a few. As IT has become in recent years a true business driver for organisations, the role and value of IT department has evolved. As businesses embrace concepts of digital transformation, they often require major shifts in how IT operates within the organisation. As a result, any future IT department may require a vastly different workforce, both in terms of size and composition. The ability of IT to deliver depends more on its people than ever before.
How (and who) we recruit, develop and deploy might be very different; and how well we do it will determine the extent of our organisation’s competitive advantage. Some roles will be lost, some changed and yet others will be created. To remain responsive to organisational needs, collaboration between CIO and CHRO becomes critical. They need to define what their organisation will need, why, how much of it is needed, when and where.
Old approaches to human capital seem increasingly not being able to cope with the changes. So how to encourage IT and HR to work together to get fresh and different thinking? How to ensure the mutual understanding of industry trends and business strategies?