Rolling intro Ad Kroft Carole Beelen INSEIT Jos Streppel Ben Verwaayen Marc Schuuring Frans Haverkamp & Hans Folmer Joost Visser Willem Jonker Menno

• • • • • • • • • • • • • •

Rolling intro Ad Kroft Carole Beelen INSEIT Jos Streppel Ben Verwaayen Marc Schuuring Frans Haverkamp & Hans Folmer Joost Visser Willem Jonker Menno van Leeuwen David Majtlis & Rino Schreuder Wijnand Nuijts Fred van Eenennaam

Nationale Vergadering Versterken Toezicht op IT & Innovatie

Ad Kroft founder

Nationale Vergadering Versterken Toezicht op IT & Innovatie 9 oktober 2013

Carole Beelen Tripadvisor


Jos Streppel Voorzitter monitoringscommissie corporate governance


Ben Verwaayen Revolutie in de boardroom ?


Marc Schuuring Een nieuw verdienmodel voor Nederland


IT als Drijver van Disruptieve Verdienmodellen in Reële Sectoren Nationale Vergadering Versterken Toezicht op IT en Innovatie 9 oktober 2013

Een aardverschuiving in het bedrijfsleven 5 grootschalige IT en Technologie gedreven veranderingen van bedrijfsverdienmodellen

Van de huidige sectorenmix naar een substantieel deel in andere sectoren Van product óf dienst naar exporteerbare, gecombineerde product/diensten Copyright © 2012 by The Boston Consulting Group, Inc. All rights reserved.

Van lokale tienkamper naar wereldwijde nichespeler Van langdurige marktleider naar 'flitsbedrijf' Van waardeketencontrole naar waardeketenregie

Niet straks, maar nu Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx

Draft—for discussion only

10

Het aantal patenten per jaar groeit exponentieel x1000

1,000 909

+76%

800

631 600

407

516 Copyright © 2012 by The Boston Consulting Group, Inc. All rights reserved.

+27%

429

400

200

0 199 0

199 5

200 0

200 5

201 0

bevolkingsgroei, stijgende emancipatiegraad en toenemende toegang tot tertiair onderwijs 1.Full-scale adoption is when the invention is used on a large scale for production of (intermediate) goods or services Average between all relevant countries Source: Comin & Hobijn, 2008, An Exploration of Technology Diffusion, Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx


11

De maatschappij past technologie steeds sneller toe Gemiddelde duur tussen uitvinding en volledige uitrol in aantallen jaren 120

Steam- and motorships

100

Railways

60

Telegraph

Telephone

Copyright © 2012 by The Boston Consulting Group, Inc. All rights reserved.

80

Electricity Cars

40

Aviation

20

Blast Oxygen Steel PC MRIs 0

1800

1850

1900

1950

Facebbook What’s app Internet 2000

2050

Jaar van uitvinding

Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx


12

De maatschappij past technologie steeds sneller toe Gemiddelde duur tussen uitvinding en volledige uitrol in aantallen jaren 120

Steam- and motorships

100

Railways

60

Telegraph

Telephone


80

Electricity Cars

40

Aviation

20

Blast Oxygen Steel PC MRIs 0

1800

1850

1900

1950

Facebbook What’s app Internet 2000

2050

Jaar van uitvinding



13

Bestaande verdienmodellen toenemend onder druk

Kans dat grootste onderneming in haar sector ook de meest winstgevende is 1 90%

80%

70%


60%

50%

40%

30%

20% 195 0

196 0

197 0

198 0

199 0

200 0

200 9

1. Sales versus operating margin. Weighted average over all public US and Canadian companies in 69 industries Source: BCG analysis Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx


14

Bestaande verdienmodellen toenemend onder druk

Kans dat grootste onderneming in haar sector ook de meest winstgevende is 1 90%

80%

70%


60%

50%

40%

30%

20% 195 0

196 0

197 0

198 0

199 0

200 0

200 9

1. Sales versus operating margin. Weighted average over all public US and Canadian companies in 69 industries Source: BCG analysis Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx


15

Markleiderschap duurt steeds korter

% van onderzochte bedrijven dat in betreffende jaar top 3 positie verloor 20


15

10

5

0 1960s

1970s


1980s

1990s

2000s


16



? Copyright © 2012 by The Boston Consulting Group, Inc. All rights reserved.

15

10

5

0 1960s

1970s


1980s

1990s

2000s


17



? Copyright © 2012 by The Boston Consulting Group, Inc. All rights reserved.

15

10

5

0 1960s

1970s


1980s

1990s

2000s


18

Drie nieuwe technologiegedreven verdienmodellen Directe concurrent

Indirecte concurrent


New kid on the block



19







20







21







22

Voorbeeld van wereldwijde niche speler: Metropolitan Opera

Historie • Opgericht in 1880, geopend in 1883 • 1966: Huidig gebouw opent, 3800 plaatsen

Technologie inzet • 1931: Radio • 1948: experimenteert met televisie • 1977: Reguliere Televisie uitzendingen • 2000: Internet site


2006 e.v. – Live Opera wereldwijd


1883-2006

Technologie bereikt een wereldwijd publiek • HD streaming video • In lokale bioscopen – surround sound • Unieke beleving – beter zicht dan in New York

"Live" vormt nu 10% van totale omzet • 43 landen • 2.4 miljoen kaartjes • vb. Nederlandse tickets €35 • 33% groei van 2010-2011 • Nauwelijks distributie kosten Draft—for discussion only

23

Toenemend risico op IT gedreven aardverschuivingen heeft implicaties voor bestuurders

Implicaties voor bestuurders (RvB / RvC) • Mogelijke implicaties van early stage technologieën begrijpen / laten informeren


• Early warning systeem inrichten voor technologische aardverschuivingen • Bedrijven strakker sturen op 'technologisch vooruitkijken' – Samenstelling management teams – Interne venture capital budgetten – Beloningsbeleid • Directieteam breder samenstellen (niet alleen targethitters maar ook creativiteit / brede oriëntatie) IT is veel strategischer geworden dan alleen automatisering van processen met risico op budget-overruns Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx


24

Het risico op discontinuïteit heeft ook implicaties voor toezichthouders

Implicaties voor toezichthouders • Frequenter en grondiger relevante markt herdefiniëren • Reguleringskaders sneller aanpassen aan nieuwe techniek Copyright © 2012 by The Boston Consulting Group, Inc. All rights reserved.

• Maximale ruimte creëren voor 'creatieve destructie' (bv mededingingsbeleid) • Tijdig kennis nemen van early stage techniek (ook als relevantie voor betreffende sector nog niet evident is) • Toezien op bredere expertise en vaardigheden in directieteams (bv technische kennis)

Bedrijfscontinuïteit staat of valt met tijdige verandering Perspectieven-PresentatieMarc-2Oct2013-TSt-Ams (final presentation).pptx


25

Frans Haverkamp & Hans Folmer Wat te doen met de oude IT ?


Versterking Toezicht op Innovatie en Technologie

Wat te doen met de oude IT Molensteen of ……..? 3 Stellingen Frans Haverkamp, Commissaris en lid RvT div. organisaties Hans Folmer Amsterdam, 9 oktober 2013


Stelling 1 Legacy; daar moet je zo snel mogelijk vanaf


Stelling 2 Beheersbare verandertrajecten bestaan niet


Stelling 3 Security is iets voor specialisten


Stelling 1 back-up Legacy; daar moet je zo snel mogelijk vanaf • Business appl; decompliceer, onderzoek levensduurverlenging vs vervanging, standaardiseer waar mogelijk • Ondersteunende appl; standaardiseer 100%


Stelling 2 back-up Beheersbare verandertrajecten bestaan niet • Kortcyclisch ontwerpen-bouwen-testeninvoeren-evalueren

• Bevries scope per fase; weersta alle drukvormen • Series van kleine successen; menselijke maat • Governance; portfoliomanagement, releasekalender


Stelling 3 back-up Security is iets voor specialisten • Falende security, grootste bedreiging voor business continuity • Periodiek assessment  management letter • Responsible disclosure • Risk Letters Leveranciers • HW-SW componenten out-of-support? • Compliancy Leveranciers aan webrichtlijnen en richtlijnen secure software development

Joost Visser Steek een vork in die hete aardappel


Put a fork in that hot potato Measurement-based Supervision on IT Joost Visser, Head of Research, Software Improvement Group Professor of Large Scale Software Systems, Radboud University Nijmegen October 2013

T +31 20 314 0950 [email protected] www.sig.eu

A Claim

36 I 8

Enterprise continuity requires being fully in control of IT Enterprise

Enterprise

IT IT

Past © Software Improvement Group

Present

Why does IT get insufficient attention?

37 I 8

Executive and supervisory boards give IT insufficient attention • IT is seen as a drag, necessary evil. • IT people talk gibberish. No shared vocabulary. • Technology = low-level details. • IT is a “hot potato”. Not a popular topic for board members. • Interested in future trends and opportunities. • Not interested in obstacles posed by as-is situation. • Interested in “I” not “T”.

Some symptoms • Projects: excessive time-to-market of innovations • M&A: synergies are not obtained due to integration problems © Software Improvement Group

Information Technology

Proposal: Measurement-based supervision on IT

38 I 8

Goal • Put IT squarely on the agenda of the board. • Accountability towards shareholders and oversight bodies.

Constraints • Should NOT just be based on documentation, process conformity. • Should be based on measurement of the IT portfolio.

© Software Improvement Group

Measurement instruments are available Software quality following ISO 25010

Usability Sustainability

Maintainability

Compatibility

39 I 8

Cost level Rate of change

Security

C onfidentiality I ntegrity A vailability

Energy Efficiency

Performance Efficiency

Reliability

Scalability

Functional Suitability


Product Quality ISO 25010

Portability

Mapping measurements onto the IT landscape Quality, Cost, Utility

Transaction 'New Customer': Allocated IT-costs: € 5,3 M Number of transactions: 278.600

in 5 years € 8,6 M 448.600

IT Costs / transaction: € 19,Maintainability: Reliability: Performance: Security:

Finance

Shared services

Scope APA Total costs: € 7,6 M

Scope APA Total costs: € 7,9 M

HI I I HI I I HHHI HI I I

40 I 8

€ 24,I I I I

: 22 FTE : 97,5% availability : page load time < 0,7 sec : 19 security incidents

Development & Operations Scope APA Total costs: € 10,6 M

Sales Scope APA Total costs:

System: CW-reg Costs: € 0,4 M Volume: 670 bFP

System: Alfa Debt Costs: € 0,7 M

System: SYS40TOPEU Costs: € 0,3 M

System: Cloudportal Costs: € 1,2 M

Volume: 350 bFP

Volume: 3120 bFP

Maintainability: Reliability: Perform ance: Security:

Volume: 550 bFP System: Products Costs: € 0,2 M

System: STILPA Costs: € 0,8 M

System: R-Serv Costs: € 0,3 M

Volume: 985 bFP

Volume: 410 bFP

System: Local-reg Costs: € 0,6 M

Volume: 7830 bFP

Volume: 940 bFP System: Supp-Del Costs: € 0,3 M System: E-fac Costs: € 0,6 M

Volume: 4520 bFP System: TEN-SOP Costs: € 0,9 M System: GGTI-2 Costs: € 0,8 M

HHHI I HHHI I HHHHI HHHI I

System: GAS Costs: € 2,3 M

Volume: 220 bFP

System: MO-use Costs: € 4,4 M

€ 3,8 M

System: CRM Costs: € 1,6 M Volume: 3210 bFP

100%

Volume: 780 bFP

Volume: 1120 bFP

System: E-fac Costs: € 0,6 M Volume: 1590 bFP Maintainability: Reliability: Perform ance: Security:

HHHI HHI I HHHI HI I I

Volume: 700 bFP

I I I I

System: SAP-FiCo Costs: € 0,9 M

Volume: 1240 bFP

22% System: CIS Costs: € 3,4 M System: PKR Costs: € 1,4 M Volume: 2400 bFP Maintainability: Reliability: Perform ance: Security:

HHHI I HI I I I HHHHI HHI I I

35%


Volume: 990 bFP

Volume: 2980 bFP

System: SKG Costs: € 0,3 M Volume: 1130 bFP

System: SAP-HR Costs: € 0,4 M Volume: 270 bFP

System: ASP-POG Costs: € 6,8 M Volume: 8270 bFP Maintainability: Reliability: Perform ance: Security:

HI I I I HI I I I HHHHI HI I I I

System: BAK-GK Costs: € 0,2 M System: NAL Costs: € 0,5 M Volume: 730 bFP

?%

100%

Maintainability: Reliability: Perform ance: Security:

HHHI HHHI HHHI HI I I

Volume: 280 bFP

I I I I

Control. Demonstrably.

41 I 8

Measurement

Analysis

Roadmap

What is the current status?

What are the major risks?

What steps are planned?

Application landscape Quality measurements Cost attribution Utility attribution

Risk identification Scenario simulation Effect calculation Decision support Retain / Renovate / Replace


Actions on timeline Progress controls Definitions of “done”

What should you remember?

42 I 8

Enterprise IT needs your undivided attention • Hot potato or not

Effective instruments are available • Objective measurement of quality, cost, utility, mapped onto IT landscape • Risk assessment, roadmap, monitoring

You can learn to master these instruments • Cut through jargon • Understand the interplay between innovation and legacy • Let common sense trump trends and hypes Prof. dr. ir. Joost Visser [email protected] www.sig.eu +31 20 314 0950 © Software Improvement Group

www.cs.ru.nl/J.Visser/

Willem Jonker Innovatietacktieken in de 21e eeuw


EIT ICT Labs Driving European leadership in ICT innovation for economic growth and quality of life

•

Educate and Innovate to bring ICT Innovations to Life Drive European leadership in ICT innovation for economic growth and quality of life

• Full integration of Education, Research and Business Development to speed up ICT innovation in Europe • From idea to product, from lab to market and from student to entrepreneur

A European ecosystem connecting and strengthening ICT Hot Spots Berlin

Eindhoven

Helsinki

Paris

Stockholm

Trento

Empowering ICT Top Talents for the Future • Master School – A pan-European 2 year Master programme in ICT innovation and Entrepreneurship – 19 top-universities to establish a joint innovative programme of seven tracks and an integrated I&E module

•

Doctoral Program in ICT – Doctoral School operating in Doctoral Training Centres within the co-location centres – Combines doctoral students, industrial needs and Innovation & Entrepreneurship

Bringing ICT Innovations to Life • Cyber-Physical Systems • Doctoral School • Future Cloud • Future Networking Solutions

• Future Urban Life & Mobility • Health & Wellbeing • Master School

• Privacy, Security & Trust • Smart Energy Systems • Smart Spaces

Massive Data Analytics

3D Printing

Nano Technology

Health & Wellbeing

Logistics & Production

Energy

Sensor Technology

Web Economy

ICT Innovation SWOT T  Complete Digitization  Agile Competition  Low Entry Barriers


O  Cyber-Physical Augmentation  ICT enabled products and services


W • ICT is Support Role • ICT not seen as Strategic for Product/Service Innovation



W • ICT is Support Role • ICT not seen as Strategic for Product/Service Innovation


S • Know-How to distinguish Trend from Hype • Early ICT Adaptor

Menno van Leeuwen ABN – AMRO innovation centre


Disruptive Innovation Impacting Technologie Media Telecom Industry and Banks at the Core

Menno van Leeuwen Sector banker Technology Media & Telecom ABN AMRO

October 2013

Technology meets print industry

Technology meets music industry

Technology meets broadcasting industry

Technology meets telecom industry

Technology meets software industry

Artificial Interface Sensors Unicom Robotic Biotech Material Energy inteligen Internet Nederland s ondernemender p dat ooit: s Start up bootcamp s ce 2012

High-frequency trading

Cloud computing

Multi touch

Depth imaging

Personal gene sequencing

Tablets

Space

Additive manufacturing

2013 Inductive chargers

2014 Software agents

Cyber warfare

Gesture recognition

Near-field communication

Volumetric (3D) screens

Self-healing materials

Appliance robots

Tidal turbines

2015 Speech recognition

Flexible screen

4G

2016

2017

Pervasive video capture

Natural language interpretation

2018

2019 2020

Procedural storytelling

Fuel cells

Organ printing

Commercial spaceflight

Graphene Mesh networking

Photonics

Machine translation

Telematics

Virtual currencies 5G

Augmented Reality

4K

Haptics

Biometric sensors

Smart power meters

Biomarkers

Machine vision

Boards

Smart toys

Modular computers

Robotic surgery

Picoprojectors

Eyewearembedded screens

Self-driving vehicles

Powered exoskeleton

Bio-enhanced fuels

Synthetic blood

Smart drugs

Personal fabricators

Meta-materials

Multisegmented smart grids

Sub-orbital spaceflight

Photovoltaic Space tourism glass

How to cope with rapidly changing technology, consumer behaviour and business models?

Technology meets other industries….

Kodak focused on Chemistry to improve photo’s…

2012….

Some reinvent themselves…

IBM recognised the need for change and moved their focus from Hardware to Service

Some didn’t even know …

Auch!

YES!

The Mail Industry…. Taken by surprise by the Digital world TWICE…

Realise you are in a transition, enter new ecosystems and act more like a start-up!

Hello?!? Our world is changing too!

The format of money…

Bartering

Coins

A new form of payment has so far not caused an old form of payment to cease existing….

Virtual currencies

Notes

Cards

Will they do what no form of payment has done before?….

The way we pay…

Bartering

Physical

Plastic Mobile Online

They way we lend…

Kickstarter has raised $817million since it started in 2009…

Banks need to adjust!

Are we still looking in the right direction?

ABN AMRO Innovation Centre

Radical

Innovation Centre focus on radical innovation

4. Business as unusual

Incremental

3. Re-inventing our business

2. Making new and better things

1. Making things better (customer excellence)

Current business

New Business

2. What

Organise to experiment, test and scale

Funnel

Just like a start-up

Challenge your board of directors

Who is your ‘whatsapp’, are you in the innovation eco-system, lean, do you test and learn and are you tech savy?

David Majtlis & Rino Schreuder Zicht op de CIO vanuit de board


Rino Schreuder EMD Centre executive education • uitgever • expert • toezichthouder

business & ICT

KELLOG School of management Advanced Executive Programme (20 d.) • Finance & Accounting • Marketing • Operations and IT

HARVARD Business School (56 d.) Advanced Management Programme “IT”, “ICT” & “technology” komt niet voor Ashridge, Nyenrode – alleen INSEAD

IT for managers  MIT Essential IT for non-IT executives  Chicago Technology Strategy for executives Management for IT  Saïd – Oxford Leadership for IT executives  Stanford Leadership and Innovation for CIOs

NL Governance programma’s  Deloitte - Leergang Bestuurders & Commissarissen (dag 2 - IT Strategie)  Nyenrode - Commissarissen Cyclus - New Board Programme  Erasmus - twee Programma’s voor (aspirant) Commissarissen en Toezichthouders

McKinsey Quarterly, juni 2013 - http://bit.ly/19qoWab

• • • • • • • • •

basis of competition in our industry customers’ expecation in digital world ICT and performance improvement ICT investments & opportunities/threats ICT and strategic agility & alignment ICT and decision making processes C-level ICT accountability what is our ICT-story how ICT-savvy is Board (Chairman)

Wijnand Nuijts DNB


Nationale vergadering Versterken Toezicht op IT & Innovatie Wijnand Nuijts Hoofd Expertisecentrum Cultuur, Organisatie & Integriteit De Nederlandsche Bank 9 October, 2013

Frameworks According to Corporate Governance Code, supervisory boards need to focus on: •

Achievement of company’s objective

•

Strategy & risks

•

Information and communication technology (audit committee)

Furthermore, SB needs to make profile, including desired expertise taking into account nature and activities of the company FRC Guidance on Board Effectiveness: “Appointing directors who are able to make a positive contribution is one of the key elements of board effectiveness. Directors will be more likely to make good decisions and maximise the opportunities for the company’s success in the longer term if the right skill sets are present in the boardroom. This includes the appropriate range and balance of skills, experience, knowledge and independence. Non‐executive directors should possess critical skills of value to the board and relevant to the challenges facing the company.” DNB

101

Expectations DNB DNB 

Financial solidity



Controlled and sound organisation −

IT systems => crucial for safe and sound operation of financial institutions

•

Suitability => expertise + competence

•

Supervision on culture & behaviour 

Board effectiveness



Decision making – crucial role of challenge

Organize constructive challenge • Key aspects determining success or failure of company

• Proactively obtain information • Composition: all relevant expertise on board DNB

102

Importance of challenge Example: RBS decision to take over ABN AMRO (www.fsa.gov.uk) “However, despite this adherence to formal process, it is now clear that the outcomes of the RBS Board’s decision-making in respect of the ABN AMRO acquisition were dramatically negative. [ ] with hindsight, that there was an element of ‘group-think’ in the Board’s decision [ ] the Review Team concluded that judgement was not characterised by the degree of moderation and sensitivity to strategic risk appropriate to a bank. With so much at stake, there was a critical need for more fundamental probing, questioning and challenge by the Board.”

• IT is strategic in terms of: • future success of financial institutions • safe and sound operations of financial institutions • financial implications of IT failures

• Is there “groupthink” within Dutch SB’s with respect to perceived relevance of IT and whether or not it is a key topic for challenge?

DNB

103

Fred van Eenennaam De commissaris en waarde creatie


De commissaris en waarde creatie Inleiders

Courses and programs: •‘Maximize Your Board’s Potential’ at Harvard, Cambridge October 6-9, 2014

• ‘Maximize Your Board’s Potential’ European Edition June 4-7, 2013 • Boardroom Dynamics & Boardroom Evaluations • Scientific Director and teacher in The New CFO Executive Program of Erasmus University Rotterdam

Prof. Dr. Fred van Eenennaam Erasmus Universiteit, George Washington University, St. Gallen Universität, The Decision Group, IESE Business School, previously Nyenrode, VU Amsterdam

• The latest, best and most impressive Harvard cases in the Strategy & Governance Excellence series – next workshop “Boardroom Dynamics” 6 November 2013 • Inhouse trainings of AVVM, “Academie voor Verenigingsmanagement” • ASRE • Developed and lead successful programs on Corporate Governance and Strategy for Nyenrode and NCD. An overview of the programs: •NCD Nyenrode Commissarissen Cyclus •New Board Program

106

Versterken op Toezicht IT | 9 oktober 2013 | proprietary & confidential

Why is ICT a difficult topic in boards?

I. What sort of ICT do we mean in connection to our business goals and risks? II. The bias of past experience – we all have heard off or suffered from ICT projects that were late, over budget, and had under delivery problems III. It is one of the many operational/functional areas we need to oversee. No single committee can oversee this. IV. Innovation, product and process technology, operational and technological insights and frameworks are not widespread in boards V. The prove ‘it’ to me fallacy Sample n = 11 107


Some international practices The Do’s of ICT in the boardroom

1. Define your technologic position and outlook for your business and cluster 2. Make ICT a systematic agenda item, or even a committee (strategy and governance, or technology) 3. Let independents organize a board retreat, and bring along outside experts 4. Combine different forms of content based input from outside experts within the decision and implementation processes

5. Take a deep dive into the topic and fit this into the board calendar 6. Challenge on what competitors are doing well, if location is accurate and participation in knowledge hubs. 7. Develop explicit policies on (semi) open innovation (board participation)

108


Thank you for your attention

Contact p: +31(0)346-574942 | e: [email protected] | www.thedecisiongro

109

Ad Kroft Willem Korteweg Peter Hagendoorn INSEIT


Willem Korteweg : Summary .. ========================================= Toezicht – IT & Innovatie “Ingredienten voor een Clubsandwich “ Toezicht (Waarom) * Big Picture - IT vandaag – IT Binnen meten – vernieuwen – beveiligen - IT Morgen – IT Buiten Innoveren – Innoveren – Innoveren * Staf & Stuur Toezicht (Hoe) * Behapbaar of een prikker nodig ?“ Nationale Vergadering Versterken Toezicht op IT & Innovatie 9 oktober 2013

INSEIT ========================================= Instituut Supervisie op Enterprise IT & Innovatie Uniek perspectief : Toezicht op IT & Innovatie. Kwaliteitborgend : Informatievoorziening , Kennisopbouw, Accreditatie en Registratie Convergerend en Verbindend: ALLE stakeholders & sectoren, (Inter)nationaal, Netwerk, Cooperatie met staande verenigingen Professioneel : Onafhankelijk, Top Theorie & Praktijk, Maatwerk, Direct Begrensd in tijd Nationale Vergadering Versterken Toezicht op IT & Innovatie 9 oktober 2013

Rolling intro Ad Kroft Carole Beelen INSEIT Jos Streppel Ben Verwaayen Marc Schuuring Frans Haverkamp & Hans Folmer Joost Visser Willem Jonker Menno

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