It’s important to be honest and really clear about the situation we are facing it’s much worse not to talk about what’s going on.” Covid-19 response “That doesn’t mean leadership that pretends it knows all the answers. “Everybody’s worried, everybody’s under pressure - people are looking for leadership,” he said. “That’s very much what I’ve done, when 9/11 came and when we had the financial services crises.”Ĭoby added that CIOs and all business leaders needed to “communicate, communicate, communicate”, acknowledging the crucial human side of steering groups through extraordinary situations.
“What we did in Johnson Matthey IT and more generally was to act fast, take decisions and save costs. “Industries and companies - and indeed crises - come in different shapes and sizes,” Coby said. Johnson Matthey CIO on leadership through crisesĬoby had not long been in post as British Airways CIO in September 2001 when coordinated attacks on the World Trade Center and Pentagon rocked the global aviation industry.Ī CIO of almost 20 years, Coby said that having been through several global crises enabled experienced heads to “see around corners a bit”. It has been recognised for its response to restrictions brought about by Covid-19 that helped it maintain a supply of crucial drug and medical supplies used around the world, its use of artificial intelligence and video analytics to improve safety in its plants and manufacturing sites, and for the technology department’s contribution to Johnson Matthey‘s sustainability commitments.Ĭoby was speaking to Tech Monitor‘s special projects editor Edward Qualtrough at New Statesman Media Group‘s CIO Town Hall Live forum in September 2020 when he described the technology refresh and digital transformation journey the company - which manufactures auto and industrial catalysts - had been on since he joined as CIO in April 2018.
The FTSE 100 sustainable technologies company is part of Tech Monitor‘s inaugural Technology Leaders Index. Johnson Matthey CIO Paul Coby says that the case for CIOs to prove their relevance and collaborate with executive colleagues has become more important than ever in an environment in which “digital change can turn sectors upside down”.
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