Matthieu Tanguy
CIO International
GE Healthcare
Matthieu Tanguy is the CIO for the International Region of GE Healthcare, a $20 billion MedTech company. In this capacity, Matthieu is accountable for every IT matter across 150+ countries, supporting 27k colleagues. Matthieu is passionate about driving digital transformations that enable sustainable, profitable growth of the company, working very closely with senior business leaders to design and execute strategic digital roadmaps aligned to business objectives.
Fun fact about Matthieu, trail running is part of his routine. He says it helps him maintain personal balance, reconnect with nature and unlock creative thinking about difficult problems. Because he can be competitive, he likes to sign up for challenges and has been a finisher of several 100km+ ultras including the UTMB in 2019.
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Give us a brief overview of the path that led to your current role.
A 20-year GE veteran, I started as an intern with GE Energy in Belfort and quickly realized how much I care about people and the culture of the company I work for, which is why I am still around. After 10 years with GE Capital, I joined GE Healthcare in 2015 and served in various regional IT leadership roles. Regardless of the industry, I always made a point to familiarize with our business strategy and focus my energy in driving tight alignment of my organization with this strategy to maximize impact.
What is one of your guiding leadership principles?
I care a lot about authenticity. Being able to lead with transparency is key to building trust, respect, and support the continuous development of teams.
What is the greatest challenge technology leaders face today, and how are you addressing it?
Keeping up with the fast pace of potential disruptions. We need to make intentional choices and make best bets on where to invest and focus the organization's attention, while avoiding to miss the right train and get distanced by the competition. Keeping informed of practical use cases and successes from peers can help connect the dots with our company’s context, make the technology potential more concrete/actionable, and create business engagement to experiment.
What is the key to success for someone just starting out as a CIO?
Building and maintaining strong relationships with key functional leaders. This is key to build and sustain tight strategic alignment, but also securing shared accountability on program execution and ultimately delivering the expected business outcomes.
How do you measure success as a leader?
The ultimate measure of success is the adoption of the solutions and the measure of the expected business outcomes which triggered the decision to invest.
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