To play the CIO is a rather schizophrenic role. A combination of guru and a gas fitter!

Henny Wesseling

TNT Post, Netherlands, Chief Information Officer

As a CIO, you are constantly confronted by a load of questions. And you are responsible for everything that happens to everyone! From the guy at the reception desk asking "Why is my PC not working; can you repair it?" to the Board member wondering "What will the contribution to the business be?" Everyone has to be served, every question has to be answered. As I always say: "The role of a CIO is a rather schizophrenic one: a combination of guru and gas fitter!"

IT is a fairly recent phenomenon at TNT Post. It started towards the end of the 80s at a time when TNT Post was still PTT Post, a subsidiary of KPN, the main Dutch telecommunication company. Back then, KPN had its own technology division dealing with all technology and IT matters. But, in the early 90s, we decided to set up a completely independent IT function within the Post division, despite having very limited technological experience. And step by step, we have developed a robust IT system with sound applications and infrastructures.

With the privatization of KPN and the subsequent acquisition of TNT, we transformed into TNT Post. Each change meant an important development for our IT department. We went from managing simple applications to providing more complex services to support the company’s needs. For instance, we developed web-driven applications for subsidiaries, like Cendris, where IT is a real ‘lifeline’ connecting them to the company’s core business. So, within TNT Post, IT has evolved from an administrative support system to a significant driving force in generating business. From mere backing vocals to an opera with soloists, so to speak!

From the very outset, through each important step of our history, Sogeti has been one of a small group of suppliers working with us. Our relationship is based on a powerful combination of stability and capability.

We began working together in the early 90s, when TNT Post started application development and drastically expanded its portfolio. Together, we introduced IT into the heart of the postal services, with mail-sorting applications – the company’s core business, in fact! Our relationship has matured into a manifestly stable partnership. In the beginning,

Sogeti’s entrepreneurial model brought a lot of dynamism to the search for new solutions.

Postcodes were being introduced and a whole new era of new mail-distribution solutions was opening up. Together, we pioneered innovative applications and redefined the whole business. With this ‘build’ phase over, the ‘run’ phase saw Sogeti teams ensuring the maintenance of these ongoing systems. For instance, Sogeti played an essential role in the development of our track and trace system in the early 90s, and today a significant number of Sogeti people still maintain the current consolidated version of this essential system.

The IT industry is relatively young. It’s quite a flashy world, I’d say, where relations are very volatile. But throughout these years, Sogeti has played its part. And long-standing relationships are important to us.

Of course we want partners who are willing and able to perform, but above all we want to capitalize on a relationship over the long term; to build on stability despite the IT-industry’s ups and downs. Sogeti offers that stability.

Over the past few years, it has been able to accompany TNT Post in its continuous growth. Sogeti’s gone from 500 employees to over 3,000 in the Netherlands, for instance. So there is a feeling of having a lot in common.

In addition to stability, capability also plays a significant part in the appreciation of a partner. And this is where Sogeti really rises to the challenge. In particular,

Sogeti has been a pioneer in the development and introduction of Test Management.

And in software production, where they’ve been able to grow, meet our needs and offer a solid base of competences, thus contributing to the stability of our IT environment. So, with IT’s core rationale shifting from technological expertise to business expertise, choosing a few innovative IT partners, compared to an ever-increasing army of professional suppliers, is a sound commercial decision to make.

I am basically quite a simple person. Most of our IT money is tied up in applications; 80% of what we have is legacy and that’s just as it should be. I’m a fervent advocate of applying this to its full potential, as replacing systems and infrastructure simply costs too much money.

IT matters need to be approached strictly from an entrepreneurial point of view. If you fail to do this, you are playing a gam and not running a business.

And, like Sogeti, we are definitely running a business.