Bridget Gray

Bridget Gray

Bridget Gray is the Managing Director of Harvey Nash in the Australia and Asia-Pacific region, whilst heading up the Harvey Nash global Media, Digital and Communications practice. Responsible for delivering the best talent to Harvey Nash clients in the Australasian and Asia-Pacific region, as well as new product and service development for the Media, Digital and Communications practice, her work involves building collaborative, value-add relationships with the IT and Digital communities. Bridget joined Harvey Nash in 2007, developing the media, communications and digital practice before heading up the flagship CIO Practice in Harvey Nash’s London head office.

Shakespeare was wrong. All that glisters really is gold. For while work life balance is lovely, just try taking it to the bank next time the rent is due. Senior technology professionals around the world are unequivocal this year about what attracts and retains talent. Money. That’s the finding from

While the talent wars show no sign of relenting, a different issue is percolating: retention and engagement. Once you’ve secured hard-won talent, how do you hold onto them? As Harvey Nash research reveals, technology leaders are faced with a paradox: The very things they typically leverage to retain staff—pay, career

“You’ve got to start with the customer experience and work back toward the technology—not the other way around,” Steve Jobs once famously quipped. But that was 17 years ago. Why have large corporates with big customer bases taken so long to catch on?   Customer experience trumps all else. In

Do technology leaders truly have the power to truly drive innovation, or merely talk about it? Seventy-seven percent of technology leaders see greater innovation potential than ever before, according to this year’s 2014 Harvey Nash CIO Survey. But how many describe their company’s innovation potential as actually being realised? A

Data scientists are today’s “most-wanted” business visionaries. And Australia is improving its ability to develop home-grown data scientists as well as attract them to Australia from all over the globe. Despite these improvements, each recruitment gain is often mirrored by a loss. Many of Australia’s data scientists are quickly recruited

The emergence of the  chief digital officer is shaking up the c-suite in more and more organisations throughout Australia, Europe and the US. Recent research suggests that 83 per cent of top digitally performing companies have an explicitly and formally appointed digital leader. The CDO Club, the world’s largest network

Organisations are increasingly waking up to the realisation that they need heavyweight digital expertise on their boards. In our recent pulse survey, strategy was cited as the most critical digital element Australia needs in 2014. This backs up our belief that boards in Australia need digital members to bring big

You are either a digital disruptor or you are dinner. Your choice. And while there are myriad advantages to be seized by leaders brave or brilliant enough to embrace disruption, if you are not convinced, there are also plenty of insurgents more than capable of taking you back into the food

Up until recently, terms like creative destruction, long wave cycles and existential crises referred to scientific and economic theories. Now, they embody the commitments each successful digital business makes to itself, its staff, its shareholders and its customers. Embracing and harnessing the power of disruption can mean the difference between

Innovation, it seems, is a rather slippery term to nail down. Few business leaders would admit to being poor innovators, and yet ask them to define exactly what it means (and as headhunters that’s exactly what we do!) and you will get a wide variety of responses. The problem is