By Christopher Kelly

No large organisation can survive without a well integrated and smooth running ICT system. The man now in charge of running Defence's network, Peter Lawrence, brings with him a wealth of experience in the private sector. He recently spoke to Defence about his new role and the challenges facing him as he prepares to take on one of the biggest ICT jobs in Australia.

Taking over the position from Greg Farr following his five-year term, Peter Lawrence steps into one of the most challenging Chief Information Officer (CIO) roles in the country. CIO Group manages the third largest ICT network in Australia. It was this scale and complexity that Peter says first attracted him to the role.

"I think Greg used the phrase, the 'best gig in town'," Peter says. "Opportunities like this don't come up very often in your career and it's one of those I couldn't pass up."

Peter recognises that the scope of Defence is unique in the Australian ICT field, including that of Government.

"Of all the Government departments, Defence has one of the broadest reaches in terms of the sheer scale of its operations, diversity of what it does and where it operates," he says. "The extensive and diverse requirements are one of the challenges that attracted me to the position."

The Defence information environment encompasses a broad range of vital business services, including networks and business applications, as well the communication standards and spectrum required for Defence's battlespace networks. The effective and efficient functioning of the information environment is vital for Defence business. Peter understands the challenges this poses, but views technology as only part of the role.

"For me, technology is one of the key enabling tools for all businesses wherever and whatever they do," he says.

"Each business presents different challenges in how best to use technology and work with the people in that business. Previously these have included online and real-time banking systems. In this new role there will be a lot of similarities, although security and monitoring will be required on a different scale, these are concepts that I am very familiar with.

"Having spent 23 years in the private sector, I appreciate that the transition and adaptation to the demands of the public sector environment may require some changes in my approach to issues - lessons I will no doubt learn quickly.

"My initial priority will be learning the business of Defence, what the organisation is about and understanding what Defence people need."

Adapting to the language of Defence is a steep learning curve for all employees, and Peter is no exception.

"I have to get used to all the acronyms," he says. "I've only been here six hours [on a recent visit to Canberra] and my mind is spinning from the use of abbreviations! I think I'll need my own personal dictionary of terms for a while."

The Strategic Reform Program is vital to all business areas, and CIOG is no exception. Indeed, it is one of the driving areas in the search for simplified processes and avoiding duplication across business areas, as well as enabling other Groups' and Services' reform initiatives. Defence aims to save $1.9 billion in technology expenditure from 2009 to 2019. Peter says supporting and implementing this reform program is one of his key priorities.

"The reform agenda is critical to Defence. So we've got to stay relevant, we've got to be current and we've got to make sure we're delivering to both the people we serve and supporting Defence in performing its mission and on its reform journey."

Peter joins Defence from Origin Energy, where he held the role of Group Manager IT, Energy Markets. His experience includes 18 years at Shell where, among other roles, he became Managing Director of an IT services company in Japan eight weeks before the Y2K bug. He also held the role of CIO for the ANZ in New Zealand, which included the difficult period the bank experienced during the Global Financial Crisis. This extensive experience is one of the key assets Peter brings to the role.

"The world we live in requires that we have the ability and agility to move in the same way as the business we're supporting; we need to be able to meet the key demands of the Department as quickly and as easily as we can," Peter says.

"Defence can't survive without fully functioning IT networks and systems - we've really got to be on the ball. It's about having an available and reliable system that meets the needs of business, as well as having the flexibility to move quickly and in concert with business requirements.

"I am very proud to be the new CIO. I feel privileged to have a key role in enabling vital ICT projects to ensure that Defence is positioned to achieve its mission to defend Australia and its national interests. I look forward to working in a Department that undertakes such important and vital work and getting to know my new colleagues and stakeholders."