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- Parental rating: G - All audiences
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- Last update: Mon, 01 Dec 2008 20:24:44 +0000
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- Language: en
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Our podcast seeks to provide high-quality, high-interest, and highly useful information you need to succeed in the IT space today. Today's IT occupies a big and complicated space; we hope that our information and collaboration tools will make that... Podcasts for the CIO and CTO about technology, business, and the seismic event that happens when they meet. Thought leadership on a range of C-Level topics for those running global enterprise businesses.
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 (11mb)
Fri, 21 Nov 2008 16:50:59 +0000
Despite the downturn in the economy, some financial services companies are holding their own and hiring people, especially in areas such as IT. Genworth Financial Investment Services Inc. (Genworth Financial) is one of those companies. With more than $103 billion in assets and 15 million customers worldwide, Genworth Financial is comprised on Genworth Financial Securities Corporation, a full service broker-dealer; and Genworth Financial Advisers Corporation, an SEC registered investment advisory firm. Genworth has earned the highest company ratings in its industry. It is a leader in product long-term care insurance and annuities.
Christina Hollingsworth will be the first one to tell you that IT resides at the core of Genworth Financial's business operations. As corporate IT director at Genworth Financial, she oversees the strategy, planning, and execution of the company's enterprise finance technology acquisition and integration. Hollingsworth has earned a stellar reputation for leading global teams and initiatives and partnering with multiple suppliers.
Like many IT executives, Hollingsworth has to be sure that she has a well-stocked pool of qualified personnel who are, not only technically savvy, but can lead IT projects. She says, "In the past, IT professionals have been very good about executing on initiatives, or basically carrying out what they were told to today. Things have changed. Given the speed at which technology is evolving, we need people who can develop strategy based upon trends in the industry, can translate those trends into action, and then can execute on those initiatives."
In fact, Genworth Financial has deployed new technologies such as desktop video, and software as a service, which manages travel expenses and investment portfolio expenses. The company also has a social networking pilot underway that is similar to Facebook. In fact, it's called Facebook. Hollingsworth says, "As a global company, we have both employees and contractors working at a variety of locations. The best way to get good ideas is to have many ideas coming from our global talent pool. Our Facebook will make it very easy for people to tap into these resources."
(15mb)
Fri, 31 Oct 2008 16:17:15 +0000
What is the chief concern of chief information officers? According to the a recent annual survey by the Society for Information Management, the number one concern of CIOs is attracting, developing, and retaining good IT professionals. So, if you?re looking to move up the corporate IT ladder or you?re a first time IT job seeker, consider sharpening your enterprise software skills at SAP, or working for a SAP partner, or getting SAP training and then going to work for an SAP customer. With revenues of about $10.5 billion and 50,000 employees, SAP ranks as the world?s second largest business software company and the third largest independent software provider in revenues. SAP ERP deployments can be found in more than 41,000 companies, in more than 25 industries, and in about 120 countries. Unlike Oracle which has grown through 30 acquisitions, SAP has grown organically by hiring people.
No one knows more about the SAP hiring picture, as well as the hiring needs of the IT industry, than Mark Steinke, vice president of global recruiting at SAP. He oversees SAP?s recruiting and staffing for professionals, senior executives, university graduates, interns, and contingent staff. According to Steinke, the demand for IT professionals with SAP knowledge has never been greater than today. He says, ?The quantity of IT candidates has dropped off because of the demands of skills in our space.? While Steinke strongly suggests that IT candidates at all level consider SAP training, he says that technical skills might get you in the door, but won?t give you staying power. He says that today?s business needs demand that IT employees at all levels know how to manage change, to think strategically, and to communicate effectively. He says, ?Universities do a good job of incorporating the IT skills in the curriculum, but fall short in those other areas."
(30mb)
Mon, 27 Oct 2008 14:36:01 +0000
The Web 2.0 revolution has moved from the college campus to corporate America. While Web 2.0 makes lots of headlines, can it make lots of money for companies? Amy Shuen, a former professor at the Wharton School of Business, answers this question in her new book, Web 2:0: A Strategy Guide. She explains what's different about Web 2.0 and how those differences can improve the bottom line. Rather than focus on the technology, she looks at the importance of creating a Web 2.0 strategy and integrating those strategies within the existing business. She says, "You have to create places online where people like to come together to share what they think, see, and do. When people come together over the Web, the result can be much more than the sum of the parts. The customers themselves help to build the site, as old-fashioned word of mouth becomes hyper growth.
(23mb)
Tue, 14 Oct 2008 17:42:42 +0000
When John E. McDermott joined Xerox as chief strategy officer, the $18 billion copier and printing giant was in recovery mode. He worked along side Anne Mulcahey, Xerox's CEO, to crystallize the business strategy and the turnaround strategy. In 2007, with the business in good shape, Mulcahey decided that the company needed to do a faster job of carrying out certain aspects of the business strategy. McDermott says, "To do that, we had to build new business processes, which are dependent of critical relationships between the business and IT." To bridge the gap between the IT organization and the business, McDermott moved into the CIO role when Patricia Cusick, the former CIO, retired.
McDermott spent his first few months on the job asking customers' CIOs how much they spend per seat to do printing and copying activities. He says, "Most CIOs can't come up with an answer. They can tell you down to the very nickel how much they spend per seat to provision workplace-computing services. The print and copier world has been treated as a second-class citizen by the IT organization."
Xerox's biggest challenge today is to fulfill the needs of its large customers that want services offerings around their Xerox copier and printing devices. McDermott says, "If you start to manage these devices as an infrastructure, then you have the tremendous capacity to use their scanning capabilities as an on-ramp to a company's digital workflow." To this end, Xerox has begun to build significant value-added services on top of the infrastructure management business that helps customers to deal with document-intensive business processes.
(11mb)
Fri, 03 Oct 2008 16:53:29 +0000
During her climb up the corporate ladder at SAS, the world's largest privately held software company, Suzanne Gordon, SAS's vice president of information technology and CIO, developed an air-tight strategy for how IT could work in lockstep with internal SAS customers to reinforce the company's success. A roadblock stood in the way of selling her idea to management. Meanwhile, she decided to move out of IT and into the sales consulting side of SAS. It was here that she saw IT from the customer's perspective.
In 2003 when the CIO position came opened at SAS, a company that provides 44,000 customers with analytics software, Gordon got the job. She now could turn her vision into a reality with her IT staff of more than 300 employees. In fact, that same year, Computerworld recognized Gordon's leadership talents by including her in the list of Premier 100 IT Executives for that year.
(18mb)
Wed, 24 Sep 2008 15:27:33 +0000
Since joining Scottrade as CIO in 2005, Ian Patterson has racked up a series of IT accolades for the stock brokerage firm, which manages $55.7 billion in assets. In both 2008 and 2007, Computerworld named him to its Premier 100 IT Leaders, a list of the country top IT executives. In 2007, under Patterson's leadership, Scottrade got named to the CIO magazine's CIO 100, an award that recognizes outstanding strategic IT leadership. Scottrade has also made it on the InformationWeek 500 list of the most innovative users of IT in the U.S.
What has made Patterson so successful? As a former consultant with Deloitte, Patterson realized that many companies view the IT organization as an outsider, different from other business units. He says, "This never made any sense to me. Why should IT be treated any differently from marketing or finance?" At Scottrade, Patterson created an environment to converge IT into the overall corporate strategy to promote growth and profitability. He says, "Of course, a strategy without execution is just a dream. Our leadership meets regularly to review our five-year plan and to make any adjustments to it."
(19mb)
Wed, 17 Sep 2008 15:59:08 +0000
In the early 1990, Jim Champy saw the writing on boardroom walls -- companies have to change the way they work if they want to be effective and to be profitable. No wonder, Champy's book, Reengineering the Corporation, became an immediate best seller, being translated into 17 languages. Although the Internet didn't exist when Champy wrote this book, he says that the concept of work flowing horizontally inside a corporation and across the boundaries of a corporation hasn't changed.
In his book, X-Engineering the Corporation, Champy argues that companies have to go beyond their walls and think about how their processes, their systems, and their technology can connect across organizational boundaries to customers, suppliers, and partners. He says, "We see much inefficiency in those processes. About 40 cents of every healthcare dollar goes to settling healthcare claims. If you want to reduce that cost, you have to look at the processes between hospitals, doctors, and insurance companies."
According to Champy, the new version of the corporation will have much built-in transparency. He says, "Of course, companies will always have physical walls and various processes they'll own. The Internet has forced companies to become more transparent because of what their constituents expect and what regulations require for disclosure."
(23mb)
Tue, 09 Sep 2008 16:57:21 +0000
In 2007, Andrew Moss, the former chief financial officer at Lloyds, became the chief executive officer of Aviva Plc, the world's fifth largest insurance group and the largest insurance company in the U.K. He immediately devised a strategy to drive 20 percent growth across Aviva's three lines of business: long-term savings, fund management, and general insurance. The company manages about $800 billion for about 45 million customers. Moss's strategy includes transforming the business by streamlining costs and making sure that all 57,000 employees work toward the goal of providing better value to customers.
Since becoming global CIO of the Aviva Group in January 2008, Toby Redshaw has had no problem incorporating Moss's strategy into how IT operates across the three lines of business. Redshaw says that his role is to make sure IT operates at the right pace, with the right resources, and with the right talent. He also takes a bottom line approach to IT by challenging his front-line IT managers to ask their financial counterparts how specific IT projects relate back to the profit & loss statement. Redshaw says the conenction between IT and the company's bottom line is the biggest gap that IT has with the business. Getting and keeping customers or customer turns shows up on the bottom line. IT managers need to understand what they can be doing to improve this metric, and thus the bottom line."
(16mb)
Thu, 04 Sep 2008 05:13:55 +0000
In 2005, when Warren Bennis, the author of several best-selling management books and a professor at the University of Southern California, gave a talk at Harvard Business School, he asked the audience how many knew what the blogosphere was. One third of the audience raised their hands to acknowledge their familiarity with the term.
In his latest book, Transparency: How Leaders Create a Culture of Candor, Bennis takes on the world of social networking and the world of transacting business across virtual borders. His premise is simple: if companies are going to succeed today, they must be as transparent as possible. Whether companies like it or not, blogging is here to stay. Bennis says that the CEO of Starbucks tunes into blogs to learn what employees in the company's 15,000 stores are feeling, thinking about, and doing. He says, "If companies can't handle transparency, then someone else will come out with the news ahead of them, or offend them, or surprise them."
(20mb)
Wed, 27 Aug 2008 15:22:13 +0000
Ace is the place, especially if you're looking for home hardware in the U.S. or in Saudi Arabia. And no one knows this better than Paul Ingevaldson. After a 25-year with Ace Hardware, Ingevaldson retired as CIO and senior vice president of international and technology for the $3 billion dollar global hardware wholesale. Its more than 5,000 retail hardware stores do $12 billion in annual sales. Ingevaldson was responsible for Ace's IT needs for the entire corporation, including the retail stores in more than 70 countries.
Of his many accomplishments, Ingevaldson is most proud of having become an officer of the company, heavily automating all aspects of the retail operation, and having the full corporation of executive management to align IT with the business. He attributes much of his success in these areas to a stint where he moved out of IT and handled distribution for Ace Hardware. He says, "The experience enabled me to see IT from the user's perspective. I realized that we had to spend more time training people how to interact with IT."
Since his retirement, Ingevaldson has written a variety of tutorial IT management articles for both CIO and Computerworld. His topics have covered everything from improving governance to delegating authority. He also has cranked out many articles about how CIOs should report to CEOs. In fact, his article, IT Cheat Sheet for CEOs, helps a CIO to explain the mechanics of IT to a new CEO.
Ingevaldson says that there are many reasons why it's important for CIOs to report directly to CEOs, than CFOs, and to be on the executive leadership team as a peer with CFOs. He says, "When it comes to corporate funds, CFOs take a risk adverse position. If you want to move the company forward through automation, then IT has to assume certain risks. If IT isn't willing to take a chance, then it will be a follower. If you work for a CFO, you have to go into much detail about every aspect of IT. Most of all, you aren't a peer with the rest of the leadership team. I'd never take a CIO position reporting to a CFO."
In this podcast, Ingevaldson talks more about why it's important for CIOs to sit at the corporate leadership table, and how they can maintain their place at this table.
(15mb)
Tue, 19 Aug 2008 15:09:17 +0000
PeopleSoft. Brocade. and Forte. All of these IT companies got their start with funding from Norwest Venture Partners. Since its inception more than 45 years ago, Norwest has funded more than 400 IT companies in areas ranging from infrastructure to security. Today, the $2.5 billion fund concentrates on early-stage IT companies in areas such as semiconductors and components. enterprise software and service, communications systems and Internet infrastructure.
So what technologies does a VC firm like Norwest find particularly attractive these days? Robert Abbott, general partner at Norwest, says, "CIOs want to buy things that are easy to deploy and to manage over time. To this end, we like managed infrastructure services, such as outsourced security, and enterprise applications based on software as a service. We also like enterprise applications based on an appliance model. With so much emphasis on virtualization, we're looking for things that will take the challenge out of managing all those virtual machines. We still continue to fund things that make it easier to manage all the systems in a data center.
(19mb)
Fri, 08 Aug 2008 16:54:16 +0000
The State of Michigan has become a pioneer in how to make IT work better and more economically viable for the State's citizens. The answer focused on consolidating IT into one state agency, and then developing a strategic plan and a enterprise architecture to support the plan.
In 2001, the entire IT organization across the State of Michigan merged into the Michigan Department of Information Technology (MDIT), under the direction of Ken Thesis. MDIT's 1,700 employees support 19 other state agencies. These agencies have a combined annual budget of $434 million, 800 business critical applications, 55,000 desktops, and 1,300 telecom locations.
The consolidation has helped to reduce the overall IT expenditures in Michigan by 34 percent, almost taking more than $100 million off the state budget. Some of these strategic moves included closing 23 data centers and creating three main data centers, reducing the number of email servers from 700 to 70, and centralizing one petabyte of data storage. Meanwhile, MDIT also addressed errors in programs, such as Food Stamps.
In this podcast, Ken Theis, director of MDIT, talks about the agency's overall IT strategy, the components that comprise the enterprise architecture, the initiatives that are bringing smaller and more efficient government to the people of Michigan, and the challenge of managing IT investments.
(14mb)
Wed, 06 Aug 2008 14:18:25 +0000
Molly O'Neill has both a technology role and a policy role at the U. S. Environmental Protection Agency. As an assistant administrator for the EPA's Office of Environmental Information, she oversees the life cycle of information to support the agency's mission of protecting health and the environment. O'Neill's role as CIO includes overseeing the agency's strategic information planning, investment and information policies, enterprise architecture, and information security program.
In both of her roles, O'Neill is working toward the same goal -- helping the EPA to use technology to collaborate and exchange information with the widest possible network of bright minds around the world. The EPA employs about five percent of the U.S. environmental workforce. The majority of this workforce consists of people who work in state government, in consulting firms, in private industry, and in academic institutions. She says, "Environmental issues are huge. People work at the EPA because they believe in its mission. We want to reach everyone who has a thirst for knowledge about environmental issues."
(20mb)
Fri, 25 Jul 2008 03:24:46 +0000
Barry Libert, a social media visionary and the founder of Shared Insights (now Mzinga), knows how to use technology to harness the power of what he calls the crowd. Mzinga provides software as a service solutions for online communities. It currently manages about 14,000 communities, and services more than one billion monthly page requests from 27 million users in 160 countries worldwide. Libert is currently chairman of the board of Mzinga.
He and his co-authors set up a community and enlisted members to contribute to a book called, We are Smarter Than Me: How to Unleash the Power of Crowds in Your Business. In fact, this is the first book on the subject that actually used an online community, based on a Web 2.0 technology from Mzinga, to help create the book. About 4,000 qualified members joined the online community and helped shape the final product. By using the same social networking tools and techniques that their book covers, Libert and his co-authors could provide practical and unique look at online community building.
(14mb)
Sat, 19 Jul 2008 21:29:22 +0000
In the second of two podcasts, whurley, without mincing words, talks about a meeting that he and 30 other open source illuminaries had at Microsoft to discuss that company's position on openness. Whurley talks about what he observed at that meeting. He also discusses his challenge of mantaining the balance between BMC's marketing efforts and the involvement of BMC customers in helping to develop products that will leverage open source. To hear Part 1 please visit http://www.enterpriseleadership.org
(18mb)
Fri, 11 Jul 2008 16:37:07 +0000
In an effort to bring a consistent message about open source to customers and to partners, and to participate more actively in the open source community, BMC in 2007 hired William Hurley (aka whurley), an open source activist, inventor, and chairman of the Open Management Consortium, a non-profit organization advancing the adoption, development, and integration of open source systems management.
Whurley's role as chief architect of open source strategy has many facets to it. BMC's executives depend on guidance for anything that has to do with open source. Whurley contributes to the company's open source strategy, as well as carries it out. As an evangelist, he is the BMC open source voice at IT venues. He manages BMC's presence in the open source community by getting customers involved with it. In fact, management has encouraged whurley to maintain all of his open source community connections.
In the second of two podcasts, whurley, without mincing words, talks about a meeting that he and 30 other open source illuminaries had at Microsoft to discuss that company's position on openness. Whurley talks about what he observed at that meeting. He also discusses his challenge of mantaining the balance between BMC's marketing efforts and the involvement of BMC customers in helping to develop products that will leverage open source.
(23mb)
Tue, 01 Jul 2008 16:30:27 +0000
Almost everyone agrees that anyone who seeks to lead must get firsthand experience. Experience, however, by itself doesn't guarantee learning. What matters most is what one makes of experience, particularly traumatic and often unplanned crucible events that challenge one as a leader. This conclusion comes from research done by Robert Thomas, who is executive director at Accenture's Institute of High Performance Business Leadership and as an associate professor at Tuft University's Fletcher School of Law and Diplomacy. The empirical research down by the Institute provides Accenture's consultants and clients with insight on topics ranging from new business global to talent management.
Most of the information analyzed in Thomas's new book, Crucibles of Leadership: How to Learn from Experience to Become a Great Leader, comes from interviews with leaders selected on the basis of their proven ability to grow and to sustain an organization during times of trial.
In this podcast, Thomas talks about what some CEOs have learned from their crucibles, how even CIOs can leverage their crucibles to move up the ranks, and how C-level executives can help emerging leaders learn from their experiences.
(13mb)
Wed, 25 Jun 2008 21:48:38 +0000
Innovation can deliver a desirable experience for your customers, and sustainable growth for your company. Many companies, however, struggle with how to deliver top-line growth and deliver true business innovation. Meanwhile, come companies have become astounded by the curve balls being thrown at them because of rising energy costs in the global economy.
Getting corporate innovation right goes beyond delivering the next generation product. If you want to deliver something that creates value Innovation can deliver a desirable experience for customers, you need to take a holistic look at innovation. This approach requires a total solution based on the right business model, the ability to leverage partnership relationships, and the desire to reach customers through different channels.
Cheryl Perkins practiced this holistic innovation model while she was chief innovation officer for Kimberly-Clark. This model has become the underpinning of her strategic innovation consulting practice called Innovationedge. She says, "We started the practice to deliver a roadmap so companies can get their leadership teams focused on key priorities and capabilities so they can start to innovate."
Because so many products have a tie in some way to IT, CIOs plays a critical role in driving innovation more than they did a few years ago. Perkins says that CIO and their teams can harness the important discrete pieces of information that sit in various departments across the company. She adds that even regulated products have discrete information residing in different departments. She says, "The IT team puts critical support systems and information systems in place so you can capture the knowledge and transfer it. This process is critical to speed to market. If you don't have this flow of information and data throughout the corporation, your time to market will be delayed. Without the IT team, the data and knowledge can't be transformed into new solutions."
(19mb)
Thu, 12 Jun 2008 13:42:51 +0000
Many CIOs grapple with how to align IT with the needs of their businesses. By de facto, they have to demonstrate the value their role serves and to make sure technology works well within their businesses. However, these CIOs aren't alone. Businesses, in general, have a hard time measuring and quantifying the value of IT and how it affects the entire business.
Meanwhile, forces such as a mobile global workforce, the growing dependency on social media, and the push for more utility computing based on service-oriented architecture are driving businesses to converge their IT strategy with their business strategy. This move will fuel growth and will sustain profitability. In a converged company, information, not the technology behind it, is what matters to all constituents the company serves. As a result, CIOs take on the new role of information officer not chief IT officer. They become more involve in strategy planning and in the governance process. Moreover, they look at how technology enables the business architecture and how the business manages the overall investment portfolio.
No one knows more about getting out of the alignment trap and moving toward convergence than Faisal Hoque, founder and CEO of BTM Corporation; founder of the BTM Institute, a not-for-profit IT think tank; and author of five books on business technology management. In fact, a decade ago, Hoque conceived and developed a unique holistic business model which looks at the relationship between business and technology in the following areas: governance, strategy and platform, enterprise architecture, investment management, and the maturity of the overall management structure. The result is a converged organization where business and technology come together to drive innovation, which, in turn, fuels growth and profitability.
In this podcast, Hoque provides a good overview of the organizational changes and the philosophy changes CIOs need to consider if they want to transition from alignment to convergence. He also talks about the BTM Institute's Business Technology Convergence Index, a five-year study that quantifies the relationship between the way global companies value their technology investments and the companies' revenues and profitability. He says, "Companies with mature converged business technology management practices, such as FedEx, UPS, and Procter & Gamble, have better financial performance than their competitors. Think about it. Today, both FedEx and UPS are information services companies, not just movers or packages and trucks."
(15mb)
Fri, 06 Jun 2008 20:12:30 +0000
Each year, MasterCard processes more than a trillion dollars worth of credit card transactions between its 25 million acceptance locations in 210 countries worldwide. Net revenues for 2007 year were $4.1 billion, a 22 percent increase versus the same period in 2006. Information technology drives all MasterCard's three card business services: franchiser of acceptance locations that are guaranteed through MasterCard's network; processor of all payment transactions through the network and the final settlement of dollars with the financial institutions; and consultant offering a data warehouse of intelligence to help customers, such as merchants and banks, to make the best use of payments.
Robert Reeg, interim president of global technology and operations at MasterCard Worldwide, says that he doesn't worry about aligning IT with the business. He says, "We're one and the same. IT and the business are completely connected." In fact, Reeg leverages IT talent around the world to build and to manage MasterCard's massive network. He has even created the role of the business technologist as a way to develop future IT leaders.
In this podcast, Reeg talks about how his organization has adapted to the current economy to maintain its position in the marketplace, what processes, best practices, and new technologies are in place to manage a global organization, what role outsourcing plays in the IT operations, and how leveraging diversity can improve the innovation process.
(18mb)
Wed, 28 May 2008 03:14:27 +0000
In 2007, a major company issued a statement saying that it had dismissed its CIO for violating an important corporate policy. The nature of the corporate policy wasn't revealed. Just about every IT publication carried news of the event. For weeks IT bloggers posted comments about what the CIO could have done to be let go. Eventually, the noise level around this executive's dismissal died down, and the executive took a new job in an area outside of IT.
In this podcast, enterpriseleadership.org asked one of the world's most sought-after authorities on executive reputation, to talk about how C-level executives, especially CEOs, build their reputations based on their corporate strategies, what they need to do to maintain them, and what challenges they face in developing and executing their corporate strategies.
In her role as chief reputation strategist, Dr. Leslie Gaines-Ross leads Weber Shandwick?s global reputation consulting services and proprietary thought-leadership development. She has done groundbreaking, award-winning research into CEO and corporate reputation, executive team reputation, leadership transitions, and reputation sustainability and recovery.
She spearheaded the first comprehensive research on CEO reputation and its impact on corporate reputation and performance. She developed Weber Shandwick?s first global corporate reputation study ? ?Safeguarding Reputation,? which identifies strategies for sustaining and recovering corporate reputation. Dr. Gaines-Ross also created Fortune?s ?On the Minds of CEOs? research. Her book, CEO Capital: A Guide to Building CEO Reputation and Company Success, was published in 2003 by John Wiley & Sons and her book on reputation recovery is scheduled to be published in 2008, also by John Wiley & Sons.
Dr. Gaines-Ross created www.reputationRx.com, the Web site devoted exclusively to reputation news and information, and her blog can be found at http://reputationxchange.com/.
(14mb)
Wed, 21 May 2008 20:48:42 +0000
Because of the rapidly accelerating pace of change in global business today, C-level executives in all size companies need to respond quickly to changes in their business climate. Thus, executives have to be aware, not only of their own external environment, but also they have to immerse themselves in their industries, and to look at society -- both nationally and globally. By understanding where changes come from or what changes to make, executives can take advantage of new opportunities. Meanwhile, executives must also focus on innovation and entrepreneurship in order to be successful. In fact, the Carnegie Mellon MBA programs looks at innovation in organizations, ranging from startups to the Fortune 500 companies.
In this podcast, Dr. Art Boni, the director of the Donald H. Jones Center for Entrepreneurship at the Tepper School of Business at Carnegie Mellon University, talks about how entrepreneurial leadership and innovative drive corporate growth. (Boni also holds the John R. Thorne Chair of Entrepreneurship at the Tepper School of Business.) He says that to achieve this, executives need to understand their market, and their customer needs, and then to develop strategies for going forward. He says, "Companies also need to have good leadership because a strategy without a good team to execute it won't go very far." Boni views corporate strategy as an integral part of innovation and success for any organization. He adds that good integration of information across the enterprise can help executives better execute their strategies and move the company forward.
Dr. Boni has solid experience to back up what he teaches and preaches. Before getting his doctorate and becoming a full-time professor, Boni pursued an entrepreneurial career in the private sector. He joined Science Applications International Corporation (SAIC) after its startup period and become part of the senior management team that built the company to $700 million in revenues. Today, SAIC is an $8 billion technology conglomerate. He also founded and served as CEO of a technology incubator, and four companies in technology and life sciences.
(21mb)
Mon, 19 May 2008 13:37:48 +0000
When Hord Tipton became CIO of the U.S. Dept. of Interior, he knew he would be wrestling with some daunting IT issues, especially in security. In fact, the Dept. was reeling from a December 2001 court order that disconnected all Interior systems from the Internet. That order resulted in a multi-million lawsuit brought by beneficiaries of Individual Indian Trust accounts held by the Interior's Bureau of Indian Affairs, based in part on hackers burrowing into the Trust's accounts.
By making a good case for business systems security, Tipton managed to convince the Interior's officials to increase the $4 million annual IT network and security budget to $100 million. Tipton and his staff spent the next four years upgrading systems security and getting all of the Interior's systems reconnected to the Internet.
Tipton even gave his IT staff one year to become certified in security. When he received a lot of staff resistance to his challenge, the 60-year old Tipton did something unusual for a CIO. He became a Certified Information Systems Security Professional. This certification matched the job at hand.
Under Tipton's leadership, the U.S. Dept. of the Interior established sound IT security policies and guidelines, and initiated testing and IT security training programs throughout the agency. Now retired from government service, Tipton is a board member of ISC2,, the organization that oversees the CISSP exam and maintains the credentialing process.
(18mb)
Thu, 08 May 2008 12:57:50 +0000
Today's CIOs come from many disciplines outside of IT, but they all face a similar challenge -- how to take their IT organization from being a cost-centric services provider to being perceived as a valuable business partner. That's the question Patrick Gray answers in his new book, Breakthrough IT: Supercharging Organizational Value Through Technology. His book provides a necessary roadmap for shifting IT from an operational entity that simply manages technology, to a powerhouse that combines strategy and technology to deliver measurable business results and long-term value.
As principal and president of the Prevoyance Group, a strategic IT consulting firm, Gray has worked on this issue with clients ranging from OfficeMax to SAP. The Prevoyance Group's strategic IT consulting combines applied strategy and process improvement to ensure large IT organizations measurable monetary returns.
In this podcast, Patrick Gray talks about why CIOs don't belong to the business strategy circle, how the CIO role has to change to accommodate breakthrough IT, and what CIOs should do to accelerate that change.
(13mb)
Thu, 01 May 2008 21:31:20 +0000
To provide end-to-end IT services and business processing outsourcing solutions for Global 2000 companies, UST Global has a customer-centric global engagement model that combines local and off-sites resources with the cost, scale, and quality advantages of off-shore operations. This customer-centric model forms the core of the company's values of how it operates and how it serves customers. Tony Velleca, UST Global's CIO says that the company strives to build a long-lasting strategic relationship with each customer. "We empower our employees to provide value beyond what's outlined in a customer contract."
A project portfolio management system provides the technology underpinning for the customer engagement model. Velleca says, "We can have as many as 660 projects going at the same time." The system Velleca deployed enables UST Global's personnel to prioritize company projects, and to improve the performance of those projects, while reducing their costs. He says, "Because we know which projects won't meet customers' objectives, we can take the approprate action."
The industry-leading expertise found within UST Global's centers of excellence concept plays another key role in the customer engagement process. The CoEs deliver pragmatic IT solutions that allow UST Global to consistently achieve its most critical business objectives. Complementing the CoEs, the partner programs aim to develop strategic relationships with key technology organizations, which can provide UST developers with access to new technology and educational resources.
KPMG has certified UST Global as an SEI-CMMI and PCMM Level 5 company. Velleca says, "We've adopted Six Sigma for developing our customer-facing processes. Our centers in India are ISO 27001 certified. These quality practices provide a foundation for all of our services, and also to provide internal benefits to our customers."
(20mb)
Fri, 25 Apr 2008 15:18:56 +0000
To overcome stagnant revenues, Symantec embarked on a corporate transformation integrating disconnected business subsidiaries into one cohesive business, focused on customer needs. Symantec couldn't have done this initiative without the help of Dr. Robert H. Miles, who developed the accelerate corporate transformation or ACT framework to enable change. He has written many books on the subject and heads up a corporate transformation consulting practice and serves as chairman of two other consulting firms that use his ACT framework.
Dr. Miles developed the ACT framework for business transformation while he was carrying out executive leadership programs for CEOs at Harvard Business School. The first version of ACT emphasized focus and execution. After spending time in Silicon Valley, Dr. Miles expanded the ACT framework to include speed and engagement. He says, "These four competencies become the bedrock of an organization's management process."
In this podcast, Dr. Miles talks how the ACT framework can help C-level executives to plan, to launch, and to refocus corporate transformation efforts, how companies have benefited from this framework, and why speed, not necessarily agility, is the new management discipline.
(18mb)
Fri, 18 Apr 2008 20:30:38 +0000
When it comes to looking for a job, an apartment, or even a good garage sale, more than 26 million unique visitors each month turn to a Craigslist.com site in one of 450 cities in 50 countries. No one can dispute the cult-like reputation Craigslist, founded by Craig Newmark, has earned. As a company, Craigslist runs frugal with 25 employees working out of an old Victorian building in San Francisco. However, Craigslist has proven that even a well meaning, grassroots bunch of nerds can put a big dent in the advertising profits earmarked for 1,000 of newspapers. Let's not forget how Craigslist, which is 25 percent owned by eBay, has changed the way many of us live and work.
So how did Craigslist, which started as Newsmark's idea for a San Francisco events list 12 years, come this far? Why would a company that could be making hundreds of millions of dollars each year continue to offer a primarily free service? What drives Craigslist's quirky form of innovation and culture? These are some of the things enterpriseleadership.org asked Jim Buckmaster, craigslist CEO. Since 2000, Buckmaster has led craigslist to be the most used classifieds in any medium, and one of the world's most popular Web site.
(20mb)
Fri, 04 Apr 2008 11:17:45 +0000
Server virtualization. Retiring and redeploying servers. Improved cooling. Virtualized desktops. Even temporary storage of the OS. These initiatives comprise Sybase's enterprise green strategy. Like many large companies, this $1 billion data base vendor has cut unnecessary IT costs by consolidating data centers. Now Sybase plans to keep unnecessary IT costs from growing by going green. In fact, Jim Swartz, CIO of Sybase, says that these initiatives could postpone the building of a new data center until 2017. How let's hear more about Sybase's going green from Jim Swartz, CIO and vice president of Sybase.
(24mb)
Fri, 28 Mar 2008 18:14:35 +0000
What does agility have to do with information technology? If IT organizations want to lower their operating costs, to improve the business's overall customer service, and to find new revenues opportunities, they must improve their agility to anticipate changes in the marketplace, and to act accordingly. Agility, along with appropriate alignment with the business units, can help IT organizations create more business value. In this podcast, Dr. Nick Horney, founder and principal of Agility Consulting and Training, talks about the agile IT organization. He was one of the expert panelists who participated in the selection of CIO magazine's Agile 100. Now let's meet Dr. Nick Horney. http://www.enterpriseleadership.org
(13mb)
Mon, 17 Mar 2008 23:37:05 +0000
Today, can you fly to any major city and find high quality, fully staff office space for a day or a month. You can open an office in New York without buying one piece of furniture or signing on with an Internet provider. Enter the instant office by Regus. This global company provides fully staffed, contractual office space, virtual offices, and meeting space in 400 cities in 70 countries. In this podcast, Mark Dixon, the founder and CEO of The Regus Group, talks about how he has combined innovative thinking, strong leadership, and cutting-edge technology to grow his business. Let's welcome Mark Dixon to the enterpriseleadership.org show.
(25mb)
Fri, 07 Mar 2008 15:38:05 +0000
When it came to outsourcing requirements based on emerging technologies, such as Web services, Achievo decided to base its IT services delivery model on talent from China, instead of India. In this podcast, Bud Mathaisel, chief information officer and senior vice president of Achievo, talks about what differentiates his company's business model from other outsourcers and what has propelled the growth of IT outsourcing in China. Now let's listen to what Bud Mathaisel, CIO of Achievo, has to say. http://www.enterpriseleadership.orgChina, outsourcing, CMMI
(22mb)
Thu, 28 Feb 2008 15:33:22 +0000
There's an old saying in IT. Business executives get the IT they deserve. Perhaps, this happens because a gap exists between how CIOs communicate the value of IT to business executives. Before they can bridge this gap, CIOs need to first understand where they rank on the Business IT Maturity model, and how they can create a construct they describes the next generation enterprise. It's one with an appetite for innovation and growth, and a desire to help the entire organization become more agile and collaborative. In this podcast, Vaughan Merlyn, executive vice president of BSG Concours, provides a colorful explanation of this model. Now let's meet Vaughan Merlyn. HOST Tom Parish. Produced at Tom Parish Inc. in Austin TX.
(20mb)
Thu, 21 Feb 2008 19:10:51 +0000
PepsiCo. Seagram. Reebok. Eli Lilly. During his 40-year career in IT, Tom Trainer has been provided IT leadership for some of the world's most recognizable companies. He's seen IT evolve from the back office, to the cornerstone of the modern global corporation. In this podcast, Tom Trainer gives his observations about governance, IT alignment, innovation, and quality practices. So, join us for a conversation with Tom Trainer, the former CIO and senior vice president at PepsiCo.
(22mb)
Wed, 13 Feb 2008 20:57:38 +0000
Are you one of those organizations with just too many powerful X86 servers? Then server virtualization might be just what you need. It enables you to consolidate these servers into fewer devices, as well as to reduce power consumption, and to eliminate the need to build a new data center. In this podcast, Simon Crosby, the chief technology officer at Citrix XenSource, provides some helpful guidelines for deploying server virtualization. Now let's join Simon Crosby, CTO of Citrix's Virtualization and Management Division.
(29mb)
Mon, 04 Feb 2008 21:32:44 +0000
These are the best or times and the worst of times for CIOs. On the one hand, the CIO role has gone from keeping the lights on and the data flowing, to aligning IT with their company's business strategy. For those all those CIOs who aren't "born leaders," Dr. Ellen Kitzis, a group vice president for Gartner's CIO Executive Programs has done extensive research about how the CIO is changing and how the CIO should perform in their organization. New CIOs and seasoned CIOs who are reexamining their role will want to check out her Book, The New CIO Leader -- Setting the Agenda and Delivering Results, published by Harvard Business School Press, and thos podcast, as she talks about what it takes to become the new CIO leader.
(19mb)
Wed, 23 Jan 2008 14:27:28 +0000
Those companies that get IT alignment right experience significantly larger business growth than their peers. They also see their IT costs go down. On the hand, many companies fall prey to the IT alignment trap by over aligning and, in turn, introducing more complexity into the organization. These are the findings of a study done by C.R. (Rudy) Puryear and his colleagues at Bain & Co.
(26mb)
Thu, 10 Jan 2008 19:37:04 +0000
When it comes to deploying Six Sigma initiatives, IT organizations and IT service companies face a lot of challenges. The Juran Institute, a quality managing consulting firm founded by J.M. Juran, has been helping Fortune 1000 organizations to carry out Six Sigma successfully, especially in IT. In this podcast, Joe De Feo, CEO and executive coach for the Juran Institute, will talk about how Six Sigma applies to IT, and how organizations can correct the common mistakes they make in carrying out Six Sigma. He'll also dispel the myth that Six Sigma stops innovation.
(18mb)
Fri, 04 Jan 2008 21:00:50 +0000
China. India, Brazil. Because the U.S. is no longer the sole player in IT innovation, companies such as IBM have had to devise new models for reaching start-up ventures around the world.
Formed in 2000, the IBM Venture Group doesn't offer an investment pool of funds. Instead, the group works with more than 150 venture capital firms around the world to identify start-ups that might be candidates for non-equity relationships with IBM. Drew Clark, the co-founder, and director of strategy for the group, says, "We leverage the investments VCs make in these companies by working as a partner throughout their lifecycle."
In this podcast, Clark tells how any CIO can replicate the group's model for innovation. It can start with what Clark calls the "open innovation jam," or "jamming," a process that encourages people outside of research and development and the corporate staff to contribute ideas for new processes. But regardless of their business, says Clark, "CIOs ... shouldn't limit themselves to one model for innovation."
(13mb)
Fri, 30 Nov 2007 15:11:57 +0000
For the past 25 years, Jenny Craig, Inc., has become more of the U.S.'s leading health-conscious weight management program. Each week, more than 120,000 people follow the Jenny Craig program through the company's more than 500 Jenny Craig's center.
Jenny Craig, Inc., which was purchased in July 2006 by Nestle for $600 million, is on a mission to do what it takes to keep its competitive edge. This move has included updating technology that enables Jenny Craig to offer a responsive relationship management program throughout customers' weight loss lifecycle. For example, features like click-to-call on the Jenny Craig Web site allow customers to enter their zip code and automatically receive a telephone call from the nearest Jenny Craig weight management center. Shourky Tiab, Jenny Craig's CIO, says, "Features like this help us to get close to our customers."
Tiab, who joined the company in early 2007, is currently working on a back-office application that would sit on top of the new wide area network, which will connect all of more than 500 Jenny Craig weight management centers. Tiab says, "This application will give us a complete view of each customer, regardless of what channel he/she uses to communicate with us. It will help us to make our supply chain more efficient."
In this podcast, Shoukry Tiab, chief information officer at Jenny Craig, talks about how the company perceives it customers and how technology is applied to serve their unique needs.
(15mb)
Fri, 16 Nov 2007 12:21:44 +0000
Has anyone offered you an Altoid lately? Ever chew Wrigley's Doublemint gum when you were a kid? These are just two of the Wm. Wrigley Jr. Company's enduring brands. In 2001, the 116-year old company decided to expand and update the global image and reputation of the Wrigley brand. This move included replacing an aging, disparate IT infrastructure with a single supply chain platform using SAP. Donagh Herlihy, Wrigley's CIO, spearheaded the three-year, international implementation, and helped shape the governance process needed to carry out the initiative. Now, IT?s helping to increase brand awareness for Wrigley in innovative ways, even helping Wrigley to reach out to young customers with a presence in Second Life and a safe, family-fun Web site where kids can indulge in multi-player games. http://www.enterpriseleadership.org
(18mb)
Fri, 09 Nov 2007 19:24:33 +0000
In 2003, Michael Paravicini became the new chief technology information officer at Zurich Financial Services, one of the world's largest insurance companies. Right away, he knew he had his work cut out for him. First order of business: how to transform a highly decentralized, locally based staff of 7,700 IT professionals, including 30 CIOs, and several data centers. Paravicini says that although it was a tough road, he met the challenge, reducing costs by 30 percent through careful oursourcing choices and best practices including IT Infrastructure Library.
(16mb)
Fri, 02 Nov 2007 15:17:01 +0000
Why do half of all IT projects fail? Why do most companies create major IT plans that have no linkages to corporate strategy? Can IT really be run as a business? Faisal Hoque, author of IT management books inclucing The Alignment Effect, and Sustained Innovation, and founder of BTM Corporation, has spent years researching questions like this. In this podcast, he talks about some of the conclusions he's drawn, and about the "holistic business model" for managing technology and business together that have helped global companies like Marriott and JPMorgan achieve a competitive edge.
(17mb)
Fri, 26 Oct 2007 14:23:25 +0000
Patricia Morrison has a stellar track record delivering the value major corporations expect from the IT organization. In less than two years, she?s taken the $42 billion Motorola Corp. from #42 to #12 on InformationWeek's ranking of Top 500 IT innovators in 2006, and #1 in the manufacturing industry segment. She has one consistent message for her team of 2,200 Motorola IT professionals: "Make sure we deliver what we commit to." In his podcast, Patricia Morrison, executive vice president and chief information officer at Motorola, talks about everything from corporate governance to business process improvements to IT career development through rotational programs.
(15mb)
Fri, 19 Oct 2007 18:41:10 +0000
Ever received a courtesy call from DirecTV or have subscribed to an AARP service over the telephone? Then you've probably spoken with one of the 14,000 customer care representatives from PRC LLC, formerly called Precision Response Corp. PRC is the country's third largest contact center outsourcer, which manages customer relationship for some of the world's leading corporations. PRC aims to deliver value for both its B to B and B to C customers. And, IT provides the crucial underpinning for driving the contact center services. In this podcast, CIO and CTO Umesh Jain talks about how a large enterprise can gain a deeper understanding of its customers' behavior by harnessing the contact center's vast amounts of customer and market data.
(29mb)
Thu, 27 Sep 2007 18:29:43 +0000
Lt. General Harry Raduege had spent a professional lifetime working in technology for the military -- the last spent as director of the Defense Information Systems Agency. Then came 9/11. The lessons he learned about the importance of "netcentricity" got up-close and personal on that day and after, as he led efforts to prioritize and restore telecommunications throughout New York City and the Pentagon. Now, as chairman of the new Deloitte Center for Network Innovation, Raduege brings deep understanding of today's increasing need for interdependent information networks that are secure and interoperable, whether in the public or private sectors.
(22mb)
Wed, 26 Sep 2007 14:08:36 +0000
In managing today's ever-more-complex data environment, the common complaint is about data silos that are out of control. Enter Master Data Management (MDM), a way to integrate all those disparate silos of data without having to replatform your system. MDM could help your enterprise with issues that arise from compliance requirements, M&A support, and CRM support. It might also be a great way to move incrementally toward a service oriented architecture.
Jill Dyché and Evan Levy are the authors of the new book, Customer Data Integration: Reaching a Single Version of the Truth; they're also consultants with Basline Consulting, which specializes in MDM. In this interview, they'll talk about how MDM can be a segue for SOA, when to know if an MDM initiative makes sense for your business, some of the do's and don'ts you should know about implementing such an initiative, and more. http://www.EnterpriseLeadership.org
(15mb)
Fri, 21 Sep 2007 12:38:09 +0000
Being a new CIO in a new company has it challenges, and its rewards. Just ask Vin Melvin, who become vice president and CIO of Arrow Electronics in 2006. The $14 billion provider of electronic components and computer products had grown rapidly through global acquisitions. But as a result, Arrow's supply chain became highly fragmented, and other key issues emerged, like the need to improve IT governance, and to adopt formal best practices to comply with Sarbanes-Oxley. Functions like driving innovation and IT governance remain works in progress, but compliance with Sarbanes-Oxley propelled Arrow to adopt formal best practices like the IT Infrastructure Library, or ITIL. Says Melvin, "ITIL has brought a process discipline to the IT community which has made compliance less burdensome to both the auditors and IT."
(15mb)
Fri, 14 Sep 2007 18:37:42 +0000
Acxiom Corp. has quietly built a $1.5 billion business aggregating and managing more than 20 billion customer and prospect records for more than 1,000 global companies. An innovative culture has garnered numerous awards for this 38-year-old company; for example, it brought grid technology into the mainstream by developing the Customer Information Infrastructure (CII), and it did away with formal titles (like CIO) in 1992. Kevin Zaffaroni, Acxiom's IT organization leader, says, "We continued to enhance this culture of innovation. That's one of the reasons why the world's largest companies come to Conway, Arkansas, to have us do their work."
(15mb)
Thu, 06 Sep 2007 18:45:40 +0000
Remember the Jules Vern classic, Around the World in Eighty Days? Now, get ready for "around the global economy in one day" ... any random day. That's the structure through which author and journalist Daniel Altman has woven a series of insightful and thought-provoking snapshots of the global economy in his new book, Connected: 24 Hours in the Global Economy. Reading Altman's book will put to rest any doubts you've ever had that the sovreign destiny of nations is increasingly like an incredibly complex web comprising wealth, politics, and culture. Join us for a wide-ranging conversation with this respected global writer that may leave you with a much better appreciation for the old phrase, "it's a small world," and its significant implications. http://www.enterpriseleadership.org
(28mb)
Sat, 25 Aug 2007 00:29:20 +0000
As CTO of Indian behemoth Tata Consultancy Services, K. Ananth Krishnan has relied heavily on the work of Dr. Clayton Christensen, a Harvard Business School professor and author of The Innovator's Dilemma and The Innovator's Solution to help drive innovation. In May 2007, Krishnan received an InfoWorld Top 25 CTO award for two far-reaching initiatives: One was Ultimatrix, an intranet and transaction platform that digitized and integrated all of the company's end-to-end information, ranging from human resources to sales. The other was Project Infinity, a multiprotocol label switching backbone to tie together all of the companies Internet-based communications, such as telephony and network access, and video collaboration applications. In this podcast, Krishnan talks about the wisdom he's gotten from Dr. Christensen, the role of a corporate think tank, an overview of TCS's service computing framework, and the best practices the company uses to carry out technology initiatives.
(21mb)
Wed, 22 Aug 2007 20:19:46 +0000
Charlie Catlett is the CIO and division director of the Energy Dept.'s Argonne National Laboratory's Computing and Information Systems Division. Since 1990, Argonne has worked with more than 600 companies, many federal agencies, and other organizations, in areas ranging from climatology to biotechnology. Because of Catlett's unique scientific and technical background, his duties push the boundaries of the traditional CIO role, from managing an IT group, to serving on the scientific computing leadership team, which is turning out plans and strategy for the Digital Laboratory. He also works with the TeraGrid Project, a $90 million project funded by the National Science Foundation that is deploying a 25-teraflops computational grid system integrating resources at Argonne, California Institute of Technology, National Center for Supercomputing Applications, and other institutions. And, an upcoming project is to establish a Second Life presence for Argonne, where scientific collaboration can be virtual and in real time. http://www.enterpriseleadership.org
(19mb)
Fri, 17 Aug 2007 15:51:15 +0000
During the past decade, business intelligence and performance management have moved from being applications used by specific departments to being vehicles for strategic decision-making across the enterprise. In this interview, Don Campbell, vice president, platform strategy and technology at Cognos, will discuss the challenge of delivering the value of business intelligence to everyone in an organization, not just knowledge workers and executives. He will explain how technology trends such as enterprise search and wireless applications are changing the playing field by making business intelligence information more accessible by its current users, and for the first time, easily accessible by anyone in the extended organization.
(18mb)
Wed, 08 Aug 2007 17:22:23 +0000
From the day when Tom Mendoza became president of Network Appliance (NetApp), he set out to create a culture based on candid communications among management and employees, emphasis on employee creativity and innovation, and respect for all employees, regardless of their position using technologies like CDs and podcasts as well as brown-bag lunch sessions with employees and executives. This culture helped the company to weather an $800 million loss following the dot.com debacle to better days as the fastest growing provider of turnkey network-attached or fabric-attached storage devices. Mendoza says, "When we interview prospective employees, we talk a lot about innovation. We want employees who can adapt to change and who provide us with good ideas for process and product improvements."
(14mb)
Fri, 03 Aug 2007 12:06:02 +0000
BT Global Services is one of four business units that make up the BT Group, a $28 billion international provider of IT services and solutions. The award-winning group provides BT Group's customers with services like desktop and network equipment and software, transport and connectivity, and more. Yet, when Roel Louwhoff, president, customer service and network operations for BT Global Services, joined BT Global Services, it consisted of disparate entities from joint ventures, regional organizations, acquired companies, and services. His new business model included standardized operational processes for service delivery and service support, with the IT Infrastructure Library, or ITIL, providing the framework. Join us for a conversation with Roel Louwhoff, on developing seamless customer service across continents and cultures, and how ITIL helped him build his organization into an award winner.
(24mb)
Thu, 26 Jul 2007 10:55:27 +0000
What do Procter & Gamble, Austin Energy, and the Commonwealth of Virginia have in common? They?ve reaped the benefits of ITIL -- an IT service support/service delivery framework based on the IT Infrastructure Library. Selecting specific ITIL initiatives, like the service desk or change management, has become a norm with organizations using ITIL Version 1 or Version 2. Yet, few companies have embraced all of the ITIL initiatives. But that could all change with the lifecycle approach to IT service management built into ITIL Version 3, which provides a beginning and end to the entire service management process. In this podcast, Derek Lonsdale, an ITIL program manager at PA Consulting, provides a look at where organizations are with ITIL Version 1 and 2, what enhancements have been made to ITIL 3, and what are some of PA Consulting' lesson learned about carrying out ITIL successfully.
(25mb)
Fri, 20 Jul 2007 13:51:33 +0000
Each day, American Airlines' 80,000 employees make sure more than 5,000 flights leave on time and arrive safely, on time, at their destinations. Monte Ford, vice president and CIO of American Airlines, doesn't mince word when he says his IT organization is a front runner, keeping pace with the highly competitive and dynamic airline industry. Ford sums up his common-sense approach to IT leadership as follows: "You constantly need to take your customers' pulse to know if you're doing a good job or not." Join us for a conversation with Monte Ford, vice president and CIO of American Airlines, who talks about how he oversees an IT organization in an industry that soars.
http://www.EnterpriseLeadership.org
host: Tom Parish
(20mb)
Fri, 13 Jul 2007 19:05:34 +0000
When Rebecca Blalock became CIO of the Southern Company, a Fortune 500, $14 billion regional electrical utility in the Southeast, she made it her goals to (1) deliver the cost efficiencies to keep the company competitive and provide customers with low rates, and (2) educate business unit leaders about the benefits of working closely with IT. To accomplish those goals, Blalock took steps like implementing money-saving process improvements, and devising a Technology Showcase and a governance model that took the IT organization from obscurity to front-line innovation driver. Join us for an interview with Rebecca Blalock, senior vice president and CIO of the Southern Company, as she talks about being a force for positive change in her IT organization.
(21mb)
Tue, 03 Jul 2007 11:18:06 +0000
Information management convergence is a very big and important subject for today's enterprise. There are more and more tools emerging in the marketplace to help manage boatloads of data, but Tim Jennings, research director for the Butler Group, thinks these tools are all part of a solution to a common set of business challenges. In this interview, he talks about the three types of business challenges for information management, how the rise of SOA figures in to the broad landscape of data management, and more.
(16mb)
Thu, 28 Jun 2007 15:14:16 +0000
You might say that Vanguard, a global mutual fund giant that manages more than $900 billion in assets for 19 million customers, has created its own IT vanguard. The 2,600-person, in-house IT team, supplemented by 300 contractors and 500 business-unit professionals involved in IT, built 70 percent of the applications, and purchased the remainder of them from large software suppliers. The highly centralized IT organization aligns functionally and strategically, not physically, with each of the major business units. Says CIO Paul Heller, "To lead a business, you need to understand and appreciate the value of the technology being used." And, given the mere four-percent employee turnover rate that IT enjoys, it?s obvious that his organization appreciates his leadership. Join us for a conversation with Vanguard CIO Paul Heller, about the strategies and issues at work 24/7 in a company where IT is at the core of business success.
(19mb)
Fri, 22 Jun 2007 12:46:15 +0000
I don't think anybody could doubt that Chevron Corporation should make the Fortune 10 list -- if it hasn't already. Chevron has $200 billion in annual revenues and one of the largest internal IT shops in the world. Gary Masda, Chevron's CIO, has a staff of 3,500 employees who oversee 10,000 servers, and support more than 60,000 employees. Since he became CIO, Gary's successfully carried out several huge IT projects, that have saved the company more than $200 million dollars. Join us, as Gary Masada, chief information officer of Chevron Corp. and president of Chevron Information Technology Co., talks about talks about what it takes to build a cutting-edge and highly efficient IT organization.
(19mb)
Wed, 13 Jun 2007 16:41:43 +0000
The demands made on IT by a large and growing oil refiner can be incredible. In this interview, Valero Energy's CIO, Hal Zesch, and director of reporting and financial systems, Kirk Hewitt, talk about how IT meets those demands with initiatives like successfully creating and deploying Valero's enterprise resource planning (ERP) business model using SAP, and providing top-notch business intelligence to company execs. Valero's IT also ensures it stays ahead of the compliance curve, implements effective governance as an important part of aligning IT with the business units, and keeps the energy (and the revenue) flowing in spite of serious, weather-related events. Join us for an opportunity to learn more about the IT force that drives an energy giant.
(28mb)
Fri, 01 Jun 2007 16:03:52 +0000
Hauling coal, grain, and, especially goods from China, have turned Burlington Northern Santa Fe Railw
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