These leaders and their teams are ready to take on the world -- and the perception that tech's more about cost than innovation.
By Bob Evans - InformationWeek
May 23, 2009 (From the May 25, 2009 issue)
This is a fascinating but also precarious time to be a CIO, particularly one with global responsibilities. CIOs are being given more strategic roles than ever before, yet they're simultaneously seeing their budgets cut while expectations remain unrelenting, and of course the global recession only complicates the situation.
CIOs are being asked to drive business change while at the same time many are trying to replace old and inflexible infrastructures with modern and flexible ones. They're being given responsibility for establishing global standards in applications and related processes, but sometimes without the organizational authority to enforce those new standards. And across the globe, CIOs are fighting the stubborn perception that IT in general and CIOs and their teams in particular are cost centers rather than creators of value and accelerators of innovation.
In this best-of-times, worst-of-times scenario, CIOs can find enormous value in seeing how their peers around the world are dealing with these difficult and urgent imperatives. So InformationWeek's Global CIOhas developed a couple of projects to give you some of that global peer-level perspective:
• In the Global CIO 50, we've identified 50 of the top CIOs from around the world and profiled them and the strategic contributions they're making to their companies.
We selected CIOs and their companies based on market leadership, innovative IT-enabled business practices and results, and the achievement and impact of the individual CIOs.
• The Global CIO research report, "Small World, Big Opportunities,"is based on an exclusive, primary-research survey conducted across multiple countries to determine top priorities, approaches, and attitudes for CIOs around the world. We received more than 2,000 completed surveys, but because we wanted to focus on CIO-level reactions, we culled the 861 responses from CIOs and VPs of IT and built our study on their input. The entire study is available for sale here.
Among the key findings from our Global CIO best practices report are the three top priorities cited by CIOs from around the globe: working to spend less money on internal IT issues and more on external, customer-facing projects (our old friend, the 80/20 ratio); developing and refining new ways to capture and communicate the business value of IT efforts and expenses on global projects; and shifting the internal outlooks of worldwide IT organizations to reflect global perspectives rather than domestic ones.
And you'll see those themes reflected in the achievements of the Global CIO 50: UPS CIO Dave Barnes noting that UPS aircraft now fly more miles outside the continental United States than inside; Coca-Cola, recognizing China as its third-largest and perhaps fastest-growing global market, opening a $90 million innovation and technology center in Shanghai; LG Electronics CIO Kim Tae Keuk leading an effort to replace more than 80 different ERP systems around the world with a single, global system capturing 440 business processes; and more.
So please come meet the Global CIO 50. While it's up to you to act locally, we hope this package helps you think globally.
| Select a name below to read their profile | ||
| Coca-Cola | New tools help teams borrow what works | |
| Wipro Technologies | Building IT for scalable software services | |
| UPS | Technology is built from the start to be global | |
| Ranbaxy Laboratories | Priorities include speeding products to market | |
| FedEx (NYSE: FDX) | Standard tech at hubs in China, Germany, U.S. | |
| Fiat Group | Digital design-to-production for speed | |
| Banco Bradesco | Testing biometrics on its ATM machines | |
| Reliance Industries | ERP used across the conglomerate's units | |
| Fuzhou General Hospital | IT helps serve booming patient demand | |
| JPMorgan Chase | Integration and innovation drive his team's agenda | |
| Reliance Communications | Leads the telecom's IT and its IT services arm | |
| Cardinal Health | IT-driven transformation with customer focus | |
| Serasa | Data-driven innovation key to credit data growth | |
| Univ. of Pittsburgh Medical Center | Defies IT boundaries by driving global expansion | |
| Xian-Janssen Pharmaceutical | Controls cost and risk, making data accessible | |
| Tata Chemicals | Works with groups outside India, especially on ERP | |
| Shoppers Stop | Leads IT for retail stores and heads a business unit | |
| Eli Lilly | R&D portfolio now managed globally, centralized | |
| IBM (NYSE: IBM) | Global IT plan: Simplification before automation | |
| Boeing | IT critical to complex global supply chain | |
| NTT Group | Focused on next-gen networks and new businesses | |
| LG Electronics | Business needs process expert, not "technician" | |
| GlaxoSmithKline Biologicals | Getting vaccine test data out of Africa -- faster | |
| Sinosteel | IT key to move to services and related businesses | |
| Shenzhen Airlines | Data helps segment customers, offers new services | |
| Royal Dutch Shell | Innovator in unified communications worldwide | |
| JWT | Brings innovations of global ad company to India | |
| Bharti Enterprises | IT leader on businesses from wireless to agriculture | |
| Eaton Latin America | IT innovation is part of growth plan | |
| Rolls-Royce | CIO and director of business process improvement | |
| Hewlett-Packard (NYSE:HPQ) | After transformation, pushing to the next level | |
| Alcoa Brazil | Network reaches mines in the Amazon (NSDQ:AMZN) forest | |
| Procter & Gamble | IT "consumption reports" saved $3.5 million | |
| State Street | Align IT with customers, not "the business" | |
| Avnet | From regional IT teams to a unified, global team | |
| Gol | Innovation's baked into the tech strategy | |
| BT Group | Has brought people in from beyond telecom | |
| ABB Group | Driving to make a more simplified organization | |
| Aviva | Web 2.0 push typical of "big and agile" philosophy | |
| Larsen & Toubro | Measures business-IT alignment in each division | |
| Chiquita | Bottom-line discipline, SaaS believer | |
| Flextronics | Connecting global supply chains, driving SaaS | |
| Giant Interactive Group | Tech is central to online game company's strategy | |
| General Motors | Rewriting the rule book for outsourcing | |
| Taiwan Semiconductor | Experience from marketing to R&D to IT | |
| ArcelorMittal | After megamerger, apps need consolidating | |
| ICICI Bank Group | Leading IT and process automation strategy | |
| JuneYao Group | Modernized call center, infrastructure, services | |
| Li Ning | Retailer integrates design, supply chains, retail | |
| Belide Group | Sales data drives short fashion product cycles | |
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