What does a CIO do?
Reflecting on it, it's hard to find a more complex and nuanced role than today's CIO. While no C-level executive has an easy job, the CIO's role is particularly challenging. They straddle both static and rapidly changing environments, touching both the technical realms of specialists and the humanities-focused areas of generalists. In some areas, 'failure' is not an option, while in others, 'failing fast' is encouraged.
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In this context, the list of accomplishments achieved by Robert Oh as Doosan Group's digital head and COO of Doosan Digital Innovation (DDI) is particularly noteworthy. Leading Doosan Group's HoD (Head of Corporate Digital), he oversees the group's entire digital transformation, advancing various technological initiatives from security to cloud, artificial intelligence, robotics, and quantum computing at an exceptional pace, while also being responsible for DDI's financial performance and internal and external business operations.
Moreover, news of his collaborations with global giants like Microsoft, IBM, and SAP can be easily found in various media outlets. The annual awards he receives from domestic and international institutions further highlight his outstanding achievements. We met with Vice President Oh at the Doosan Tower in Dongdaemun to discuss his journey, accomplishments, and perspectives on the role of CIO in the current era.
'Next-Generation Information Security': The Foundation of All Digital Initiatives
"Information security is fundamental. Overlooking it is extremely irresponsible. This applies to all companies and all business activities. I focused first and foremost on change management related to information security."
Robert Oh, who joined Doosan in November 2019 and has been leading the group's digital transformation as HoD since January 2021, cited 'next-generation information security' as his primary achievement. He introduced Doosan Group's approach to security as proceeding in four dimensions.
"The first is IT security. We completed the application of next-generation security layers to all enterprise IT infrastructure, from employee PCs to various systems, in just 331 days. External analysts estimated this would take over three years. We've established real-time visibility and resilience for all endpoints and servers located in over 40 countries."
The second security dimension Oh mentioned is 'OT (Operation Technology) security.' This is a critical area for Doosan Group, given its significant manufacturing component. Oh explained that they are deploying five OT architectures globally, tailored to the characteristics of individual factories and fields.
The third and fourth dimensions involve security for connected products produced by Doosan Group's subsidiary brands and converged security that covers the interface between the physical and cyber worlds.
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From Multi-Cloud and Big Data to Quantum Computing
Over the past three years, Vice President Oh has pushed forward various initiatives. He completed the transition from a primarily on-premises IT infrastructure to a multi-cloud setup using two major global cloud services in just two years. This cloud transition has enabled rapid AI experimentation and adoption. For instance, since the GPT 3.5 era, a structure has been in place for employees to utilize generative AI through MS Teams.
"Doosan Enerbility's Changwon site has an electric arc furnace. It's equipment that uses electricity to melt metal. Knowing the appropriate electricity consumption and how to combine various elements used in metal melting is crucial. We've applied AI prediction models to parts of this process and achieved tangible results."
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"Another achievement I'd like to highlight is the establishment of a collaborative ecosystem. While next-generation security and cloud transition are the foundation for various innovations, the key thereafter is speed and collaboration. And without cooperation, it's difficult to maintain market relevance. Over the past period, we've established an industry-academic cooperation ecosystem with various global big tech companies, global startups, and universities."
Indeed, the fruits of collaboration with global giants such as Microsoft, SAP, IBM, and AWS can be easily found in domestic media as well as renowned international outlets like CNN. Notable examples include the cocktail recommendation and preparation robot developed in just a few weeks using AI and cloud technology, which garnered attention at CES 2024; the first domestically established and commercialized global HR system; and the ongoing quantum computing capability internalization in collaboration with IBM.
"In the AI field, we're actively collaborating with Dataiku, a French unicorn company. Projects like the electric arc furnace mentioned earlier and the creation of content for Doopedia, Doosan's AI-powered encyclopedia service using generative AI, were carried out with this company. In terms of industry-academic cooperation, we're conducting projects with MIT and Chung-Ang University. Particularly in quantum computing, which we've been exploring with our subsidiaries since 2021, we've identified dozens of use cases starting from 2024. While it's difficult to guarantee, we expect possibilities to materialize in three to five years."
"Never Requested Resources Without Visible Results"
How was he able to pursue all these short-term and long-term projects, technology exploration, infrastructure modernization, and business innovation in just over three years? And how was it possible to secure the undoubtedly challenging resources?
"Until now, I've never requested resources without showing at least some output. While it's important to present possibilities well, I believe in showing even small results first and then explaining why resources are needed to expand them. This is how you can secure sponsorship and manage change effectively."
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"Need Learning Agility, and Give First"
One of the goals Oh set when he first started his career was to 'become a CIO in his 30s.' He laughed as he recalled barely achieving this goal.
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He worked in startups, as IT head under CIO and CFO, in overseas assignments for global companies, and obtained an MBA. Finally, he became CIO at a Fortune 500 company in the U.S., and then in 2016, he was appointed as CIO of a Korean company looking for someone with global experience. He joined Doosan in 2019 as an executive responsible for overseeing, implementing, and being accountable for digital strategy. We asked him for advice for those aspiring to become CIOs.
"I believe that operationally-focused enterprise IT is now a difficult organization and role to expand. First, enterprise IT leaders and organizations need 'Learning Agility.' They should actively seek new studies and experiences. Along with this, I want to say don't be afraid to build professional networks. At this time, I think it will ultimately be helpful to consider what value you can give first, rather than what value you will receive. This is also advice I'd like to give to my 25-year-old self."
Oh went on to suggest that future enterprise IT organizations should pay attention to the possibility of quickly understanding the business implications of new technologies, translating them for various stakeholders, and helping with implementation.
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One thought that crossed my mind while talking with Vice President Oh was, 'It must not have been easy to elicit followership from employees.'
"One thing I'm grateful for about Doosan is that before joining, I was attracted by the fact that it's an organization unafraid of change despite its 128-year history, and a company seriously expanding its global business. After joining, I've learned a lot about the 'Continuously Rising Standards' and 'Inhwa (人和, harmonious cooperation)' that define the way employees work in the company's credo."
"I think these two are the areas I need to pay the most attention to in terms of developing my own leadership. I'm realizing that I need to understand and empathize with the fact that everyone can be different. While working at Doosan, I've been able to receive a lot of advice, both directly and indirectly."
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Vice President Oh's responses resonated with me in a different way. It made me think that classifications like operational CIO vs. innovative CIO, or IT-centric CIO vs. business-oriented CIO, might no longer be valid. It seemed that Oh was demonstrating the need to possess all these potentially conflicting characteristics, and that it's possible. Perhaps he's also presenting a new role model for enterprise digital leaders.
*Source: Brian Cheon, July 29, 2024, https://www.ciokorea.com/news/345713