CIO100 East Africa Mega Trends Report 5th Annual PwC/CIO - CIO100 Survey:

5th Annual PwC/CIO - CIO100 Survey:
Measuring Enterprise Innovation
CIO100 East Africa Mega
Trends Report
Staying ahead of both market
and internal disruption
requires embracing a digital
enterprise. These investments
are made primarily for
competitive advantage.
www.pwc.com/ke
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PwC
Contents
The ever changing tides of technology
4
Introduction
5
Accelerating digital and technology impact
6
Byte for Byte: Will East Africa keep up with global trends
6
About the Survey
8
Overview of respondents
9
CIO100 Innovative Behaviors
16
Finishing first & fast
18
The CIO100 2015 edition report team
19
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
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The ever changing tides of
technology
We are witnessing considerable
disruption in various sectors led by the
private sector.
This is arising from a combination of
policy, technological and customer
change. The ripple effect is a
transformation in how we think about,
produce and use technology.
In some parts of the world, disruption
of business is already taking a strong
hold; in East Africa, it is just beginning.
This adds to the complexity of the
already existing challenges companies
face in providing services and products
that are secure, affordable and
sustainable.
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PwC
Introduction
5.6%
and
6.7%
The projected GDP
growth rate in 2015
and 2016 respectively
Africa has recently witnessed an upsurge in
the entry of new nontraditional investors in
its market, both homegrown and foreign.
Foreign direct investment is diversifying
away from extractive sectors towards
consumer goods and services.
The East African governments have
continued to make significant strides in
improving the region’s business
environment, primarily through significant
investments in physical infrastructure.
business leader will need to change their
mind set from automation to implementing
technology platforms that help drive the
organisation from survival to sustainability.
In response, the realization that the
business environment is highly dynamic is
driving change in the technology arena too.
In this year’s survey, we focus on these
changes.
The projected GDP growth rate is between
5.6% and 6.7% in 2015 and 2016
respectively.
We look at what is driving the change and
where it is leading. We include an analysis
of some of the principal disruptive factors at
work and, based on the survey data
highlight future focus areas.
Organisations in East Africa, particularly
those in the financial services,
manufacturing, and telecommunication
sectors, are using the technology platforms
for innovation and transformation purposes
and as a way to gain a competitive edge.
Looking further ahead, we find that a clear
majority in our survey expect significant or
very significant business model change in
the next five years and that current
technologies will not be sustainable for
long.
The use of Information Technology in Africa
when compared to the rest of world has
grown significantly. The innovative African
Majority of CIOs in East Africa are able to
maximize the implementation of IT to drive
their business strategy and initiatives.
Source: Statistics Department, African Development Bank
1
Majority of respondents expect a very
significant change in business model as
current technologies will not be
sustainable for long
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
5
Accelerating digital and
technology impact
Byte for Byte: Will East Africa keep up with global trends?
32%*
Of CEOs globally worry about new
industry entrants from the
Technology sector disrupting their
businesses
*Adopted from PwC CEO Survey 2015 | Top findings
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PwC
In this year’s survey we look at these
big issues through the viewpoint of a
survey that is extensive in scope as well
as intensive in its depth. The depth has
been magnified through comparators
using PwC’s 2015 Global Digital IQ
Survey, which gathered insights from
nearly 2,000 business and technology
executives. We also examine what this
means through the lens of the Chief
Executives also based on PwC CEO
Survey 2015: Leading in extraordinary
times.
The Digital IQ findings of 2015 have
been used to form comparators on
trends for this year’s CIO100 East
Africa megatrends report. This report
highlighted that as organisations
continue to invest heavily in digital
technology; customers, employees,
shareholders, and boards raise their
expectations, therefore management
teams are under pressure to translate
that considerable investment into real
returns. We believe that, first, leaders
must have a clear understanding of
today’s digital climate. Only then will
they be equipped to set themselves up
for superior performance in their
current business—and ones they have
yet to reimagine.
CEOs embrace digital
technology in ever deeper
ways
Highlights of global trends are …
According to the PwC CEO Survey 2015,
CEOs have embraced the technology
mantle and expect digital to deliver
ever-better customer experience while
still paying dividends in faster,
cheaper, and more resilient operations.
They are also committed to data
mining and analysis, boosting their
innovation capacity, and improving
decision-making. CEOs look over their
shoulders—for new industry entrants
exploiting technology or potential
partners that can provide access to it.
An in depth analysis of the respondents
to the CIO100 East Africa 2015 edition,
reveals an underlying shift in decision
CEOs are increasingly considering the digital factor when positioning
their companies against potential competitors and for collaborations
with partners
making when it comes to investing in
IT projects. A rise in companies opting
for Cloud Computing and Software-asa-Service (SaaS) as a technology that is
key in executing new projects indicates
that the C-suite has embraced the move
to the cloud as a means to reduce spend
on technology infrastructure while
maintaining easy access to enterprisewide information.
On the other hand governments have
increased expenditure on projects
implemented with an objective to
enforce regulatory compliance, risk
management and security. The main
benefit is governments’ efforts to
increase accountability and
transparency. In the previous year the
Chief Marketing Officer and Chief
Finance Manager were noted to have
influence in decision pertaining to
purchase of technology. This year the
shift indicates that the CIO is the
dominant decision maker for
technology projects within the
enterprise.
Next steps, next questions for
the East African CIO:
Looking beyond current digital
investments like mobile and data
analytics, are there emerging
technologies that will be important to
your business in the next few years?
How might sensors, wearable
computing, robotics, and other less
mainstream bets bring value to
customers or operations? How do you
continually monitor, evaluate, and
prioritize potential technologies?
When it comes to digital technology,
which will you be: an industry
disruptor using it to break into new
markets, or one of the disrupted that
loses ground? What differentiating
capabilities or new value will you
bring? What formal or informal
partnerships can help you acquire the
technology, customers, or talent you
target? Are you piloting new
technologies to evaluate potential
uses?
Is your company prepared to get the
most out of its digital investments:
Do you use agile approaches both
within IT and across the business? Can
your existing infrastructure
accommodate new technologies,
requirements, and ways of working?
Does each and every employee have
the digital skills and mind-set needed
to compete today?
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
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Respondents who mentioned that the
technologies used in their projects were
being used for the first time in the
organisation
67%
About the Survey
The 5th annual PwC/CIO CIO100 survey
themed ‘Measuring Enterprise
Innovation’ was conducted during the
months of July to October 2015. This
was a joint effort by PwC and CIO East
Africa.
This year’s submissions were above 500
from Tanzania, Uganda, Kenya and
interests from Nigeria, Ghana and
South Africa. The survey shows that
Innovation is on an upward trend with
67% of the respondents having
mentioned that the technologies used
in their projects are being used for the
first time in the organisation as
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PwC
compared to last year’s 60%. Mobile
and wireless technologies were the
most dominant and considered an
important driver in the mobility based
business applications.
Out of the over 500 applications the top
100, were selected. Reasons for various
responses were then clarified through
follow up emails and telephone calls.
The criteria for selecting the top 100
was through judging conducted by
select CIOs within the industry as well
as PwC technology experts. This was
done through a point system where
applications were scored based on the
ability to demonstrate excellence in:
• Technology Innovation: The extent
to which the organisation used IT in
a new way or enabled new ways of
doing business, whether internally
or externally.
• Business Value Delivery: The
measurable impact backed up by
supporting data, that the project or
initiative has had on the
organisation’s business results.
Mobile and wireless technologies
were the most dominant and
considered an important driver
in the mobility based business
applications
67%
Overview of respondents
Findings:
1.
Driving departmental change
In 2014 the top five departments or functions that benefited most from ICT projects were
IT operations, Customer Service, Finance, Human Resources and Sales. The respondents
of 2015 survey ranked Customer Service, Sales and Finance as the leading business
units.
Business Function/Department that most benefits from the
project - 2014
Business Function/Department that most benefits from the
project - 2015
Engineering
Engineering
IT Operations
IT Operations
Customer Service or Support
Customer Service or Support
Order Processing or Fulfillment
Order Processing or Fulfillment
Sales
Sales
Marketing
Marketing
Supply Chain or Logistics
Supply Chain or Logistics
Inventory Management
Inventory Management
Manufacturing
Manufacturing
New Product/Market
New Product/Market
Product Devpt
Research & Development/Produc Development
Research & Development/Product Development
Asset Management or Maintenance
Asset Management
Human Resources
Human Resources
Accounting & Finance
0%
Account&Finance
0%
2%
4%
6%
8%
10%
12%
5%
10%
15%
20%
25%
30%
35%
14%
2. Chasing effectiveness
In 2014, respondents answered that operational effectiveness remained the primary
impact of IT projects closely followed by customer impact. In 2015 there was equal
emphasis on the two priority areas with no major change.
Overall business goal of the project - 2014
Overall Business Goal of the Project - 2015
Societal Impact
Societal Impact
Security, Regulatory Compliance, Risk Management
Security, Regulatory Compliance, Risk Management
Operational Impact
Operational Impact
Financial Impact
Financial Impact
Customer Impact
Customer Impact
Strategic Impact
Strategic Impact/Competitive Advantage
0%
5%
10%
15%
20%
25%
30%
0%
5%
10%
15%
20%
25%
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
30%
9
Collectively two thirds of all respondents said that
the payback time of ICT projects was less than one
year. Increased demands from customers, boards
and shareholders are sighted are some of the key
reasons for this trend
66%
3. Haste for shorter payback
In 2014, 45% of respondents mentioned preference of a 12- 24 month payback period for
ICT projects. In 2015, 66% of the respondents indicated a shift towards even shorter
payback of less than 24 months. One reason respondents mentioned is high demand from
boards and shareholders to implement faster and target greater impact early in the project.
Time frame for the full payoff of the project - 2014
Time frame for the full payoff of the project - 2015
30%
50%
45%
25%
40%
35%
20%
30%
15%
25%
20%
10%
15%
5%
10%
5%
0%
0%
1 - 6 months
1-6 months
7-12 months
13-24 months
25-36 months
7 - 12 months
13 - 24 months
25 - 36 months
More than 3 years
More than 3 years
4. Tapping into Mobile
Across the board respondents indicated the high level of engagement around digital
strategy within the whole organisation. Mobile and Wireless Technologies were listed as
the technologies most important in driving the projects. One key observation is that
there has been higher consumption of 3G and 4G standards.
Technologies most important to executing the project - 2014
Technologies most important to executing the project - 2015
Big Data
Big Data
Virtualization: Storage
Virtualization: Storage
Virtualization: Server
Virtualization: Server
Virtualization: Desktop PC
Virtualization: Desktop PC
Video conferencing or Telepresence
Video conferencing or Telepresence
Unified Communications
Supply Chain or Logistics
Unified Communications
Social Media
Supply Chain or Logistics
Security Technologies
Social Media
Mobile or Wireless
Security Technologies
Enterprise Resource Planning (ERP)
Mobile or Wireless
Enterprise Architecture
Enterprise Applications-ERP
Databases or Data Warehouse
Enterprise Architecture
Customer Service
Databases or Data Warehouse
Content or Document Management
Enterprise Applications-CRM
Collaboration Tools
Content or Document Management
Cloud Computing Services or Software as a Service
Business Process Management
Collaboration Tools
Business Intelligence
Cloud Computing Services or Software as a Service (SaaS)
0%
2%
4%
6%
8%
10%
12%
Business Process Management
Business Intelligence
0%
10
PwC
2%
4%
6%
8%
10%
12%
14%
16%
Changing the Game: A story of Innovation for sustainability
The Changing Scope of Public Companies
5. Focus on customer service
In this survey we observe a change in mindset for 2015 respondents showing
focus on customer service, supply chain and accounting and finance rather
than IT, when compared to previous year 2014 survey results.
Biggest gainers: Customer service from 8% to 19%, supply chain or logistics
& inventory management went from 0% to 4% respectively, accounting and
finance from 0% to 8%
Biggest losers: IT operations from 19% to 8%, human resources 10% to 4%,
marketing from 13% to 8%
Public Companies: Business Functions/Department that benefit most from the project - 2014
Engineering
IT Operations
Customer Service or Support
Order Processing or Fulfi llment
Sales
Marketing
Manufacturing
New Product/Market
Product Devpt
Research & Development/Product Development
Asset Management
Human Resources
0%
5%
10%
15%
20%
Public Companies: Business Functions/Department that benefit most from the project - 2015
Engineering
IT Operations
Customer Service or Support
Sales
Marketing
Supply Chain or Logistics
Inventory Management
New Product/Market
Human Resources
Accounting & Finance
0%
5%
10%
15%
20%
25%
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
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6. Going Cloud
A new trend indicates that management of and access to new technologies will drive
uptake of various cloud services. In 2014, respondents indicated low confidence levels
with the cloud and opted to invest in security first. This year’s respondents site lower
concerns about security and the reliability of bandwidth, therefore wider adoption to the
cloud.
Biggest gainers: Cloud computing 0% to 8%, customer service 3% to 17%, database
and enterprise architecture from 0% to 8%, business process management 3% to 13%,
supply chain and logistics from 0% to 4%.
Biggest losers: Mobile or wireless from 18% to 4%, security technologies from 17% to
4%, server virtualization from 15% to 13%.
Public Companies: Technologies most important to executing the
project - 2014
Public Companies: Technologies most important to executing the
project - 2015
20%
18%
18%
16%
16%
14%
14%
12%
12%
10%
10%
8%
8%
6%
6%
4%
4%
Virtualization: Server
Supply Chain or Logistics
Security Technologies
Mobile or Wireless
Enterprise Architecture
Databases or Data Warehouse
Customer Service or Customer
Relationship Management (CRM)
Content or Document Management
Collaboration Tools
Business Process Management
Business Intelligence
Virtualization: Storage
Virtualization: Server
rtualization: Desktop PC
Security Technologies
Mobile or Wireless
Databases or Data
Warehouse
Customer Service
Content or Document
Management
Collaboration Tools
Business Process
Management
Business Intelligence
Social Media
0%
0%
Cloud Computing Services or Software as
a Service (SaaS)
2%
2%
Private Companies
7. Small Business Appetite for Supply Chain
This year’s most notable trends were in the small business segment with up to 100
employees.
Biggest gainers: supply chain and logistics 4% to 7%, new product/market 6% to 9%,
sales 8% to 11%
Biggest losers: IT operations 13% to 10%, research and development 5% to 2%, order
processing and fulfilment from 6% to 5%
Private Companies: Business department that most benefits from
the project - 2014
Private Companies: Business department that most benefits from
the project - 2015
Engineering
Engineering
IT Operations
IT Operations
Customer Service or Support
Customer Service or Support
Order Processing or Fulfillment
Order Processing or Fulfi llment
Sales
Sales
Marketing
Marketing
Supply Chain or Logistics
Supply Chain or Logistics
Inventory Management
Inventory Management
Manufacturing
Manufacturing
New Product/Market
New Product/Market
Product Development
Product Devpt
Research & Development
Research & Development/Product Development
Asset Management or Maintenance
Asset Management
Human Resources
Human Resources
Accounting & Finance
0%
Account&Finance
0%
12
PwC
2%
4%
6%
8%
10%
12%
14%
2%
4%
6%
8%
10%
12%
14%
8. The SaaS in Supply Chain and Product Development?
Small businesses have relatively lower budgets for technology when compared to large
enterprises; the appetite to implement extended Software as a Service has grown
tremendously, the main observation being for use in Supply Chain and Sales. This
indicates a relationship where IT aligns with business functions responsible for
distribution of product and services.
Biggest gainers: cloud computing 8% to 14%, business intelligence 5% to 9%, supply
chain and logistics 3% to 5%
Biggest losers: databases or data warehouse from 9% to 6%, security technologies 9%
to 6%, social media 6% to 3%
Private Companies: Technologies most important to executing
the project - 2014
Private Companies: Technologies most important to executing
the project - 2015
16%
18%
14%
16%
14%
12%
12%
10%
10%
8%
8%
6%
6%
4%
4%
2%
2%
0%
0%
Non-Profit Organisations
9. Productivity versus Uptime
This year’s respondents in the Non-profit segment included associations, education
institutions, business incubators and development programs. Respondents indicated a
complete shift from efficiency and productivity (Accounting and Finance, Asset
Management) to IT Operations.
Non-Profit Organisations: Business department that most
benefits from the project - 2014
Non-Profit Organisations: Business department that most
benefits from the project - 2015
12%
18%
10%
16%
8%
14%
12%
6%
10%
4%
8%
2%
6%
0%
4%
2%
0%
Accounting &
Finance
Research &
Development
Product
Development
New Product/
Market
Sales
Customer Service
or Support
IT Operations
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
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10. Cloud with Content
The not-for-profit sector is embracing cloud computing services and the mobile/
wireless movement, with an aim at taking advantage of emerging technologies. At the
same time, collaboration tools and data warehousing are losing popularity as far as
preference goes.
Biggest gainers: business process management 10% to 15%, cloud computing 5% to
11%, content management 0% to 4%, mobile or wireless 9% to 19%
Biggest losers: collaboration 11% to 7%, databases or warehouse from 11% to 4%,
security technologies 9% to 4%
Non-Profit Organisations: Technologies most important to
executing the project - 2014
Non-Profit Organisations: Technologies most important to
executing the project - 2015
20%
12%
18%
10%
16%
8%
14%
6%
12%
4%
10%
8%
2%
6%
0%
4%
2%
0%
Business
Intelligence
Business
Process
Management
Cloud
Collaboration Content or
Customer
Databases or
Computing
Tools
Document
Service or
Data
Services or
Management
Customer
Warehouse
Software as a
Relationship
Service (SaaS)
Management
(CRM)
Mobile or
Wireless
Delivering the promise
11. Changing the Face of Government Departments
In 2014 government respondents answered that the IT and Human Resource functions
were the primary beneficiaries of technology projects. Accounts and Finance came in
second with Asset Management and Citizen Service coming in third. As the Government
increasingly adopts technology to enable better service delivery to the citizens, it comes
as no surprise that the Citizen facing departments are the main focus and beneficiary of
IT investments leaping from 9% to 16% in 2014 and 2015 respectively.
Government Organisations: Business department that most
benefits from the project - 2014
14%
18%
16%
14%
12%
10%
8%
6%
4%
2%
0%
12%
10%
8%
6%
4%
2%
0%
14
Government Organisations: Business department that most
benefits from the project - 2015
PwC
Security
Technologies
(e.g. data loss
prevention,
encryption,
identity
management)
12. The First Step to Big Data?
Governments have to deal with large volumes of data which informs their continued
preference for Data Warehousing as the technology to invest in. This is informed with
the priority objective to foster accountability and good governance.
Biggest gainers: databases and warehouse 12% to 22%, mobile or wireless 7% to
16%, social media 1% to 5%
Biggest losers: content management 12% to 2%, collaboration tools 6% to 2%,
virtualization of servers 9% to 2%
Government Organisations: Technologies most important to
executing the project - 2014
Government Organisations: Technologies most important to
executing the project - 2015
25%
14%
12%
20%
10%
8%
15%
6%
10%
4%
2%
5%
0%
0%
13. Business Goals
In summary, Strategic Impact and Customer Impact remain key technology
considerations for the Public Companies. The scenario changes with Private
Companies, where Financial Impact and Operational Impact are the major motivations
for technology investments.
In the Non-Profit Sector, there is significant bias towards adoption of IT for Customer
Impact and Societal Impact, with a jump of 14% and 50% respectively and a drop in
the desire to have IT for Financial and Operational Impact. Besides the need to serve
the citizen, the Government continues to adopt technology with a major goal of
achieving Strategic Impact.
Comparison of primary Business Goal by sector –
CIO100 East Africa survey, 2015
60%
50%
40%
30%
20%
10%
0%
Strategic Impact/
Competitive
Advantage
Customer Impact
Financial Impact
Operational Impact
Public Company
Private Company
Non-profit
Security, Regulatory
Compliance, Risk
Management
Societal Impact
Government Organization
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
15
CIO100 Innovative Behaviors
How innovative is your project?
Innovation continues to be a top priority for many
enterprises in order for them to be gain a
sustainable completive edge. The innovative areas
mainly depend on strategic or competitive impact
coupled with driving factors from a financial,
customer and operational perspective.
To be sustainable, CIO’s will need to innovate in
new and unexplored places, then decisively acting
upon those that are most competitively
advantageous. Global CEOs ranked product and
service innovation as their top strategy for
growth, over increasing market share, entering
new geographic markets, M&A, or joint ventures
and strategic alliances (PwC, 17th Annual Global
CEO Survey, 2014). Their top-three priorities in
2014 are to innovate products, technology and
services (PwC, Breakthrough Innovation and
Growth, 2013.)
• Localisation of experiences gained or learnt
abroad and sharing these with all relevant
stakeholders before adoption.
How has the availability of smart
technology impacted the project/
initiative?
Over the years the word “SMART” has had cross
cutting meaning, such as smart cards, smart grid,
smart phones, smart fridges and now smart
watches.
Across the board all projects were affected by
smart devices and applications. The most
innovative organisations used smart technology
for the following reasons
• Engage better with smart phone users
Top performers in our survey were more likely to
look to outside sources for project innovation and
demonstrated the following behaviours
• Save time and costs on monitoring IT
infrastructure and telecommunication
equipment
• Actively seeking feedback from customers with
their satisfaction of products, services and
internal processes.
• Increase information sharing between
software applications and effectively eliminate
human intervention
• Targeting sustainability through similar
stakeholder organisations to form Private
Public Partnerships.
16
• Using external accreditation and certification
bodies to measure level of innovation through
scenario and gap analysis.
PwC
What are the Macro / government
factors affecting & determining
project success?
In 2014 the EAC budget speeches emphasised that
leveraging ICT to achieve the various objectives of
EAC harmonisation is the golden key. Equally in
the respective budgets for Kenya, Rwanda,
Uganda and Tanzania not only has expenditure in
ICT sector stipulated but also mention impact of
ICT across economic sectors such as healthcare,
security, education and financial services.
Top innovators of the survey mentioned
governments as a catalyst in the following ways
• Lower connectivity costs due to local Internet
Exchange Points.
• Access to knowledge an sharing of peer
experiences through low cost or free capacity
building initiatives such as Government Skills
for Africa program
• Streamlined ICT authorities and regulatory
institutions
• Legislation measures such as the draft
Cybercrime and Computer Related Crimes Bill
2014
• National fiber projects of the various East
African countries
How is total Customer/ Citizen
service experience affected & what
systems integration initiatives were
considered?
Customer and citizen services and experiences
have been greatly improved. There is more
customer retention, more satisfaction and growth
in market share as well. These factors are
attributed by the effort within the organisations
to utilise the CIO role with confidence. The survey
reveals that CIOs had to collaborate mainly with
their Sales & Marketing, Customer Service and
Business Development counterparts to perform
the following
• Execute customer experience strategies
• Enhance customer contact management
• Facilitate Business2Business and
Businecs2Customer by ensuring various
processes are streamlined as well as interfunctional and inter - organisational systems
“talk to each other in the same language” –
seamless integration.
• Use of audio and video media to support
customers
• Use of collaborative tools such as SMS, email,
website portals, chats to administer customer
service and complaints at the sometime.
What is the risk exposure impacting
project/ Initiative?
Teamwork and high collaboration are to achieve
the changes expected from technology.
Respondents mentioned the following top five risk
exposures :• Resistance to change
• Budget overrun
• Insufficient project and change management
skills
• Authenticity and security of data during
migration
• Project sustainability after launch or go live,
especially for pilot programs
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
17
Finishing first & fast
The forward-thinkers and pacesetters of technology and innovation in East Africa
today are those that will remain futuristic in their seeking of new solutions to
anticipated problems.
The question of sustainability is one that demands attention as CIOs come up with
customized technology solutions to their existing and anticipated needs.
Whether it is in matters of cost, relevance or even environmental impact, there is
every need to ensure that the systems built today can endure beyond tomorrow.
18
PwC
The CIO100 2015 edition report team
Muchemi Wambugu
Partner
Advisory Technology
[email protected]
+254 20 2855000
Francis Thairo
Manager
Advisory Technology
[email protected]
+254 20 2855000
Victoria Wokabi
Consultant
Advisory Technology
[email protected]
+254 20 2855000
Elizabeth Ndii
Consultant
Advisory Technology
[email protected]
+254 20 2855000
CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation
19
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