Relentless Innovators · 8 Sept.14,2009 informationweek.com Print, Online, Newsletters, Events,...

THE BUSINESS VALUE OF TECHNOLOGY SEPT. 14, 2009

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THE BUSINESS VALUE OF TECHNOLOGY

Our 21st Annual Ranking

Relentless InnovatorsIn a brutal economy, these companies delivered

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informationweek.com Sept. 14, 2009 3

Sept. 14, 2009 Issue 1,241

CONTENTSTHE BUSINESS VALUE OF TECHNOLOGY

21 Relentless Innovation This year’s InformationWeek 500 honorees arekeeping the pressure on for new ideas that drive business results

31 The Market LeaderCME’s success depends on a team that lives on the edge ofemerging technology

34 Far From Child’s PlayCincinnati Children’s Hospital’sFetal Care Portal helps doctorsshare information and save lives

36 “Name Your Price” Hits HomeProgressive’s Web app turnsinsurance-shopping process on its head

38 IT Must Know The CustomerWells Fargo’s envelope-freeATMs are typical of the bank’sapproach to innovation

40 Practice What You Preach By living cloud computing,Salesforce.com is showing off its benefits

54 Top 250Ranked list of businesstechnology leaders

61 All 500Complete alphabetized list of this year’sInformationWeek 500 winners with addedinsight into regional trends

75 Government InnovatorsCheaper, faster, betterisn’t just the rallying cryof the private sector

45 20 Great IdeasInformationWeek 500 companiestake innovative approaches toID systems, mobile applications,software testing, and more

TOP FIVE CME’s Kometer works closelywith customers

<<

31

4 Sept. 14, 2009 informationweek.com

6 LinksResearch And ConnectReports, events, video, and more

12 Global CIOBy Bob EvansChevron: A technology company inthe energy business

15 QuickTakesSaaS In Search Of GrowthSuccessFactors turns into “businessexecution” software provider

The Web Has EarsCRM makes it easier to track onlinechatter about products

16 Beyond ConsolidationVirtualization goes thedistance—long distance

Virtual BuddiesEucalyptus Systemsplans to supportVMware’s infrastructure

18 Innovation FactorStudy finds that tech chiefs in high-growth companies are moreengaged in strategy

Hardwired TransparencyDirective aims to make governmentmore accountable

94 Practical AnalysisBy Art WittmannInformationWeek Analytics hasa new home

96 Down To BusinessBy Rob PrestonDo you have boardroom chops?

[CONTENTS]

8 Editorial Contacts 8 Advertising Index 10 Feedback

Industry Insights

80 Banking & FinancialServicesWeb 2.0 apps helpfinancial servicesfirms stay competitive

85 Consumer GoodsBI software haschanged the waycompanies like E.&J. Gallo operate

86 Healthcare & MedicalThe federal government’s stimulus program isspurring tech spending in healthcare

87 Information TechnologyIT vendors are bullish on software as a service andcloud computing

88 InsuranceTech budgets are on the rise at insurers, with moneygoing toward cutting costs elsewhere

89 Logistics & TransportationCompanies are tightening their IT budget belts

90 ManufacturingManufacturers are ahead of those in other industrieswhen it comes to collaboration

Find more at informationweek.com/500: Get all the data on the 21 InformationWeek 500 industries

: View interviews with CIOs of top InformationWeek 500 companies

: Get all the InformationWeek 500 data and analysis in our 2009 InformationWeek 500 Analytics Report

: Apply for next year’s InformationWeek 500

Inside Banking& Financial Services

of annual revenue spenton IT, on average

of IT budget devotedto new projects, on average

of companies expect2009 IT spendingto exceed 2008

7.6%

38%

35%

15


Don’t Shrug Off Chrome OSGoogle’s new operating system isn’t just the latest inglitzy consumer tech. This report takes a look at the ad-vantages Chrome is likely to offer business users.

informationweek.com/alert/chromeos2

The Public CloudDig into the details of cloud computing ser-vices from a dozen vendors. We gathered dataon prices, services, contracts, and more tohelp you use public cloud services.

informationweek.com/alert/iascloud

State Of Enterprise StorageWe surveyed 328 business tech pros to gain insights intothe trends around data storage, options for management,and more. Find out what they had to say.

stateofstorage09.informationweek.com

Global CIO Think TankVisit Global CIO Think Tank and download six reports ontopics including governance, salaries, and mainframes.

thinktank.informationweek.com

Government IT Priorities In A Changing WorldFederal agencies are under the gun to meet challengesin tons of initiatives. Our poll shows what they’re doing.

governmentpriorities.informationweek.com

Hear what the ITexecutives at our top-ranked companieshave to say, includingCincinnati Children’sHospital’s MarianneJames. Videos will beposted Tuesdaymorning, Sept. 15.informationweek.com/500

InformationWeek 500 Comes To YouExperience highlights from our InformationWeek 500 con-ference as well as exclusive content presented in a uniquevirtual environment. It happens Sept. 23.techweb.com/iwk500-virtual

Network Computing’s New LookThe needs of IT are changing, soNetwork Computing is changing,too—providing you with more networking, storage, anddata content. Check out our new site.networkcomputing.com

Everybody’s TalkingAttend VoiceCon to discover the latest innovations in en-terprise communications. It happens in San Francisco,Nov. 2-5. Find out more and register:voicecon.com/sf

Get PublishedUpload your white paper to the TechWeb Digital Library,and find tons of reports and case studies. informationweek.com/digital_library

Resources to Research, Connect, CommentLinksInformationWeek AnalyticsTake a deep dive with these reports

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informationweek.com8 Sept. 14, 2009

Print, Online, Newsletters, Events, Research

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ADVISORY BOARD

Dave Bent Senior VP and CIO,United Stationers

Robert Carter Executive VP andCIO, FedEx

Michael Cuddy VP and CIO,Toromont Industries

Laurie Douglas Senior CIO, Publix Super Markets

Dan Drawbaugh CIO, University ofPittsburgh Medical Center

Kent Kushar VP and CIO,E.&J. Gallo Winery

Carolyn Lawson CIO, CaliforniaPublic Utilities Commission

Jason Maynard Senior Analyst,Berkowitz Capital

Randall Mott Sr. Executive VP andCIO, Hewlett-Packard

Jeffrey Neville CIO, Eastern Mountain Sports

Denis O’Leary Former Executive VP,Chase.com

C.K. Prahalad Professor of BusinessAdministration,University of Michigan

Mykolas Rambus Head of Technol-ogy and Special Projects,Forbes Media

M.R. Rangaswami Founder,Sand Hill Group

David Smoley CIO, Flextronics

Ralph J. Szygenda Group VP andCIO, General Motors

Please direct all inquires to reporters in the relevant beat area.Copyright 2009 United Business Media LLC. All rights reserved.

Aflac www.aflac.com . . . . . . . . . . . . . . . . . . . . . . . .83

American Power Conversion www.apc.com . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25, 91

Bluecoat www.bluecoat.com . . . . . . . . . . . . . . . .13

CA www.ca.com . . . . . . . . . . . . . . . . . .19, 30, 60, 74

CDW Corp. www.cdw.com . . . . . . . . . . . . . . .22, 23

Citrix www.citrix.com . . . . . . . . . . . . . . . . . . . . . . . .5

Eset www.eset.com . . . . . . . . . . . . . . . . . . . . . . . . .69

Fujitsu Computer Systems Corp. . . . . . . . . . . . . . . .

www.us.fujitsu.com/computers . . . . . . . . . . . . . . .20

Hewlett-Packard www.hp.com . . . . . . . . . . . . . .C4

IBM www.ibm.com . . . . . . . . . . . .44, 46, 51, 66, 67

ITWatchDogs www.itwatchdogs.com . . . . . . . . .42

Kace www.kace.com . . . . . . . . . . . . . . . . . . . . . . . .14

Kell Systems www.kellsystems.com . . . . . . . . . .95

Johnson & Johnson www.jnj.com . . . . . . . . . . . .82

Maritz www.maritz.com . . . . . . . . . . . . . . . . . . . . .73

Microsoft www.microsoft.com . . . . . . . . . . . . .C2, 1

NEC America www.necus.com . . . . . . . . . . . . . . .C3

NetApp www.netapp.com . . . . . . . . . . . . . . . . . . . .2

1&1 Internet www.1and1.com . . . . . . . . . . . .92, 93

Oracle OpenWorld www.oracle.com/openworld

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78

Ortronics www.ortronics.com . . . . . . . . . . . . . . . .63

Pitney Bowes www.pitneybowes.com . . . . . . . .17

Qwest www.qwest.com . . . . . . . . . . . . . . . . . . . . .43

SAS Institute www.sas.com . . . . . . . . . . . . . . . . . .53

Shoretel www.shoretel.com . . . . . . . . . . . . . . . . .77

SMS Memory Module Assembly . . . . . . . . . . . . . . .

www.smsassembly.com . . . . . . . . . . . . . . . . . . . . .35

SonicWALL www.sonicwall.com . . . . . . . . . . . . . .79

Sprint www.sprint.com . . . . . . . . . . . . . . . . . . . . . .11

SunGard Availability Services* www.sungard.com

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27, 29

Trend Micro Inc. www.trendmicro.com . . . . . . . . .9

Vanguard www.vanguard.com . . . . . . . . . . . . . . .81

VeriSign www.verisign.com . . . . . . . . . . . . . . . . . . .7

Verizon Wireless www.verizonwireless.com . . .33

Wheels www.wheels.com . . . . . . . . . . . . . . . . . . .84

Wipro www.wipro.com . . . . . . . . . . . . . . . . . . . . . .71

*DENOTES REGIONAL/DEMOGRAPHIC

IndexFor Advertising and Sales Contactsgo to createyournextcustomer.com/contact-us or call Martha Schwartz (212) 600-3015

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Lessons Learned From E-Medical Records VeteransEMR systems come with huge chal-lenges. But the payoff is much largerwhen you’re talking about improvingpeople’s health and saving lives. —Marianne Kolbasuk McGeeinformationweek.com/1238/emr.htm

Medical practices have been facingever-increasing bureaucratic adminis-trative hassles, declining reimburse-ments, increasing overhead and liability,and now we’re expected to fork overupward of $60,000 per doctor and hirea tech consultant and a transition man-ager? Never mind that with this“changed workflow” we’ve turned“free” information (the patient fillingout his medical history form) into hav-ing to pay an additional staff member(often per exam room) to input thisdata into the system—so, more person-nel. And then we can expect perhaps“code problems” to help delay our filingclaims or sending statements?

All this for information that willquickly overwhelm anyone’s ability tosift through it. The Veterans Affairs sys-tem is a perfect example, an EMR with“all” the information but that’s practi-cally useless because there’s no stratifi-cation of the importance. The doctors

there must scroll through endless en-tries to find the information sought, ahuge waste of time and productivity.

I would suggest a patient insur-ance/smart card with a standard for-mat. Practices would implement what-ever version of EMR they like, but itwould have the capability to swipe thepatient’s card at entry, providing insur-ance and pertinent information suchas medications, labs, allergies, majormedical problems, and contact infor-mation. At the end of the visit, thepractice would update any medicationor problem changes and reswipe thecard to update it. The information isthen only entered manually once andit goes with the patient, too. —MarkBaucom, M.D., Georgia DermatologicSurgery Centers

Next-Gen BI Is HerePredictive analytics, real-time moni-toring, and the speed of in-memoryanalysis are changing what companiesget from BI. —Doug Henscheninformationweek.com/1239/bi.htm

BI value comes from the question notthe answer. IT and business analystsoften go about the BI quest back-wards, looking for the best tool to an-swer questions rather than identify-ing which questions, when answered,yield the greatest results.

The questions-first approach ex-poses the BI requirements as well as acompany’s ability to act on the infor-mation. This approach also stream-lines BI deployment since the end vi-sion is clearer. Paying attention to“how do we use this new-foundknowledge” becomes the real chal-lenge to management and IT.

Embedding analytics in processstreams and structuring systems to beself-tuning and performance-aware iswhere BI is moving and at this stage

in BI evolution should be every CIO’smidterm objective. —MHoffman

Your article is yet another manifesta-tion of the disconnect between thevendor community and most informa-tion consumers. As a BI practitionerwho represents software offerings inthis space, we’re constantly battling be-tween the deluded worlds of the mar-keter and the reality of the trenches.

In most places, information con-sumers would be thrilled to have inte-gral access to their data via a consistentsemantic layer that abstracts from thecomplexities of back-end data reposi-tories. This can resolve the majority ofdecision-support workloads. Instead,we continue to focus on the charis-matic stuff—in-memory analytics, real-time monitoring, etc.—with limitedbusiness value. Customers want sim-ple software that works, not the over-engineered suites of unintegrated prod-ucts that vendors keep throwing overthe fence. —Anonymous

I’ve long been a proponent of predic-tive analytics, but it gives me nopleasure at all reading that it’s becom-ing white hot. It seems our culture isalways seeking short cuts when oftenthe case is that none exist.

As a VC, I reviewed many programsfrom brilliant mathematicians, includ-ing some of the very programs—oncredit worthiness, mortgage securityleverage, trading, etc.—that got us inour current financial mess.

After many years of hard work, I’veconcluded that a holistic approach toenterprise systems is likely the onlyway to actually improve the culture,increase innovation that does moregood than harm, reward good behav-ior, and collect data of sufficient valueto provide meaningful predictiveanalysis. —Mark Montgomery

Write to us at [email protected]


G

L O B A L C I OG

L O B A L C I OChevron’s chairman views the energy

giant as a technology company thathappens to be in the energy business.

And inside this massive techno-energycrossover with 2008 revenue of $273 billion,CIO Louie Ehrlich views his job as not onlyfueling operational excellence but also alter-ing the IT spending mix away from internaloperations and toward growth-orientedchange and innovation.

Ehrlich and his global team are at theforefront of Chevron’s efforts to find, ana-lyze, extract, refine, market, and sell the en-ergy that runs the global economy. The chal-lenge, amid a global recession andsharp plunge in year-on-year rev-enue due to lower fuel prices, isfinding the money for those ef-forts, and Ehrlich is looking in-ward with a plan to consolidate100 global data centers into 50,rationalize and reduce a tangledweb of applications running acrossthose data centers, virtualize thousands ofservers, and upgrade 90,000 desktops andnotebooks.

“Where that data center consolidation willreally help is in our quest to reduce ourspending to keep the lights on, giving us thefunds necessary to pursue vital new proj-ects,” says Ehrlich, noting that “some CIOs,with all this economic pressure these days,kinda punt for a while on the value add andspend a lot of time rationalizing the environ-ment to get to the point where you can startto think about how you can switch moneyfrom one to the other. Our approach is to doboth simultaneously without, of course,spending even one dollar more than we’realready spending today.

“We’re at about 65% on run and 30% to35% on change,” he says. “I’d like that to be better.”

In a company of Chevron’s size and scope,the relentless need to infuse sophisticated ITcapabilities into everything from massive,brute-force machinery such as deep-waterdrilling systems to the intricately sophisti-cated control of 60,000 valves per second ata giant refinery “requires massive investmentin technology that is pervasive to everythingwe do. ... There is not a single piece ofbusiness that doesn’t have some kind oftechnology enablement. In some cases, with-out technology there simply is no other wayto do it.”

Being indispensable can be a sweet thing;then again, it also means everybody

wants you, needs you, and can’tlive without you. So Ehrlich’stransformative effort also fo-cuses on how his team sets pri-orities: “The plan centers on ac-

celerat ing business insight;automating, optimizing and inte-

grating business operations; and con-necting people, partners, and the business.”

Those optimization efforts can have in-credible impacts. In 2008, Chevron spent$45.6 billion looking for new sources ofenergy and achieved a 49% success rate for the oil wells it drilled. So each percent-age point improvement Ehrlich’s team canhelp deliver on has enormous financialimplications.

“In an interesting way,” Ehrlich says, “theglobal economic impact helped drive homethe importance of transformation for usand created more importance around thisinitiative.”

Bob Evans is senior VP and director of InformationWeek’s Global CIO unit. Write toBob at [email protected]. For a longerversion of this column, go to informationweek.com/1238/evans2.htm.

Chevron: A Tech Company In The Energy Business

Some CIOs put their

heads down during a

recession, waiting

for a sunnier day

to focus on business

transformation. Not

CIO Louie Ehrlich.

globalCIOB O B E VA N S

Sept. 14, 2009 15informationweek.com

SuccessFactors hasbeen a hit as a pro-vider of software as aservice for managing

employee goals and per-formance. Now, like otherestablished SaaS providers,it needs to prove it’s morethan a niche player. So Suc-cessFactors is pushing a newsuite to integrate its em-ployee review service withother enterprise data, tomore easily bring currentbusiness results into em-ployee evaluations.

SuccessFactors is billingits revamped suite as “busi-ness execution” software. Anexample of its use would beto help a retailer evaluate

store managers against spe-cific goals for sales or inven-tory turns that might residein business intelligence orERP systems.

SuccessFactors is partner-ing with providers of othersoftware services, includingNetSuite, Google Apps, IBMLotus Connections, and theWebSphere portal, to makethese integrations easier. It’salso working with integra-tors on standard connectorsto SAP and Oracle systems.

Pricing for the suite startsat $180 a seat per monthfor small deployments,with lower prices for largerdeployments.

SuccessFactors, founded

in 2001 and led by CEOLars Dalgaard, has grown to700 employees and is ap-proaching 3,000 custom-ers, including four withmore than 100,000 users. Itforecasts revenue of $147million this year, up 32%from last year, thoughgrowth was just 5% be-tween the first and secondquarter of this year. That’snot bad in this market, butDalgaard’s still pushing fornew channels.

Salesforce.com, now a $1

billion-a-year company, isthe most visible example ofa SaaS company pushingbeyond its core specialty—in its case, beyond sales-force automation into re-lated software services anda SaaS platform.

Expansion PlansSalesforce is having fair

success with this strategy,started more than threeyears ago. In its most recentquarter, software servicesfor call centers and self-service Web portals, and fordeveloping and runningcustom applications on itsForce.com cloud comput-ing platform, representedmore than 25% of newbusiness, the company says.

Taleo, another SaaS pro-vider that specializes in tal-ent management, is ex-panding beyond its roots aswell. It just launched anonline application market-place to let partners sellniche services that workwith Taleo (Salesforce offersa similar site), and an on-line marketplace for con-necting job candidates withhiring companies.

—Mary Hayes Weier([email protected])

GROWTH STRATEGY

SuccessFactors ShowsSaaS’s Next Challenge

CLOUD-BASED CRM

The Web Has EarsCustomers are increasingly going to the

Web to air gripes and get questions an-swered, rather than call a customer supportcenter. To deal with that, Salesforce.com andRightNow, both leaders in cloud-based CRM,are making it easier for companies to trackchatter about their products on social net-working sites and on their own sites, and of-fer help to frustrated customers.

Salesforce.com has just upgraded its cus-tomer-service suite using Instranet, a productit acquired last year, and renamed it ServiceCloud 2. Subscribers can access Salesforce forTwitter, a new application that lets staff mon-itor tweets about their companies, set up cus-tomer service channels, and post links to in-

formation resources. The service is availableas a subscription at $50 a month per agent.

RightNow is using its recent $6 million ac-quisition of HighLive,whose software lets com-panies create online communities. Customerservice agents, using RightNow’s software ser-vice, can monitor and participate in forums,blogs,and Q&A sites in those communities.

HighLive is available as a service to RightNowcustomers and will be integrated in the Novem-ber upgrade of its subscription SaaS.Earlier thisyear,RightNow began offering RightNow CloudMonitor, which lets customer service agentsmonitor and respond to comments on Twitter,Facebook,LinkedIn,and YouTube.

—Mary Hayes Weier

[QUICKTAKES]

CEO Dalgaard has something to prove[


FEDS TEST OPEN IDA pilot program backed by 10companies—mostly IT vendorsand information aggregators—will test Open ID and Informa-tion Card technologies to letpeople log into governmentsites without revealing personalinformation. As part of the WhiteHouse Open Government initia-tive, AOL, Acxiom, Citi, Equifax,Google, PayPal, Privo,VeriSign,Wave Systems, and Yahoo planto act as digital identity pro-viders using the technologies.OpenID is an authenticationprotocol that can be used acrossWeb sites, and Information Cardprovides a digital identity usedwith OpenID.

ANOTHER CLOUD FLAVOR In the latest extension of infra-structure-as-a-service offerings,Savvis plans to let IT managersbuild sets of virtual servers in-side Savvis’data centers,whichthey can manage through a Webportal using Savvis’ virtual ma-chine configuration software.Savvis pitches it as an alternativeto an on-premises private cloud.

SUGAR FOR AMAZONSugarCRM is making its opensource CRM application avail-

able to developerson Amazon.com’sEC2 cloud as a pre-packaged AmazonMachine Image.Thatshould give develop-ment teams a centrallocation to produceand assemble cus-tom Sugar applica-tions, says SugarCRM

co-founder Clint Oram, so devel-opers can be located around theworld and still contribute code.

AT&T FEELS 3G HEAT Facing criticism, particularlyfrom iPhone users, about its 3Gnetwork performance, AT&Tplans to upgrade its networksto its High Speed Packet Access7.2 technology in six majormarkets—Charlotte, Chicago,Dallas, Houston, Los Angeles,and Miami—by year’s end.

If virtualization were justabout x86 server consoli-

dation, it’s hard to see howVMware’s grip on enterprisevirtualization could holdagainst Microsoft Hyper-Vand open source Citrix.

But if anything, I’m struckby how far virtualization ismoving beyond consolida-tion. The latest promise:Shifting running virtual ma-chines across long distances.“Long-distance VMotion—now that’s what gets me ex-cited,” an aerospace systemsengineer for virtualizationtold me at the recent VM-world conference. He’d liketo be able to move VMs be-tween data centers 1,300miles apart.

At VMworld, VMwareCTO Stephen Herrod dem-onstrated VMotion across120 miles, saying only thattransfers up to that distanceare coming soon. The chal-lenge is that the state of the

network around the virtualserver as well as the state ofthe virtual server itself musttransfer with the VM.

It would help balanceworkloads across a com-

pany’s data centers but alsohelp disaster planning.Imagine a wildfire ap-proaches your SouthernCalifornia data center, andyou just shift processing outof harm’s way.

Other examples of VM-ware pushing value beyondconsolidation include work-ing with storage vendors toget higher throughput using

its Distributed vSwitch, orlowering server energy usewith aggressive VMotionload balancing. In security,VMware and partners aremaking it easier for a virtualmachine to keep its securitymeasures and governancepolicies as it’s moved.

The recession spurredserver consolidation andraised the question of what’snext for virtualization. Oneanswer is that it will soon beparamount for companies tobe able to move computingaround as logical resources,whether across their own datacenters or to a public cloud.Will companies then preferan environment where virtu-alization is a feature of theoperating system, like Mi-crosoft’s, or an environmentwhere virtualization is itsown end, like VMware’s?

It’s too soon to say. But itlooks to me like VMware’sgrip is strong enough thatlarge companies will give itat least a bit more time toshow what it can imple-ment. —Charles Babcock

([email protected])

VMWARE

Virtualization’s PowerBeyond Consolidation

Eucalyptus Systems,whose software helps

companies integrate virtualservers, plans to supportVMware’s infrastructure in amove that should make iteasier for companies to buildprivate clouds that link toAmazon.com’s cloud com-puting service.

Eucalyptus is best knownfor open source softwareused to build an internal

cloud of servers compatiblewith Amazon’s EC2 service.But Eucalyptus interfaces to-day can only build privateclouds capable of runningvirtual machines governedby the open source Xen orKVM hypervisors.

VMware’s ESX Server willbe the first commercial envi-ronment that Eucalyptussupports, opening it to amuch larger business market.

It makes sense for Euca-lyptus to start commercialsoftware support with VM-ware, the market-shareleader. However, CTO RichWolski also adds it’s easierfor it to support VMware,with components thatmimic Linux operations,than it will be to supportMicrosoft’s Hyper-V.

—Charles Babcock ([email protected])

CLOUD INTEGRATION

Eucalyptus Buddies Up To VMware

[QUICKTAKES]

Cloud Guide Get our free report on 12infrastructure-as-a-service vendors at informationweek.com/alert/iascloud

See all our InformationWeek Analytics Reports at

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The Office of Managementand Budget is a few weeksfrom releasing a much antic-ipated Open Government Di-rective that outlines stepsfederal agencies must taketo “hardwire the capability”for transparency, collabora-tion, and participatory gov-ernment into their organiza-tions and processes, saysfederal CTO Aneesh Chopra.

However, the directivewon’t mean substantial, near-term spending on new tech-nologies by agencies trying tomeet the directive, Choprasaid in an interview after hiskeynote at the Gov 2.0 Sum-mit, where he disclosed thetimetable.“A lot of the plat-forms we describe in OpenGovernment are really not thatcostly,” Chopra said.“By defini-

tion, these plat-forms are light.”

The directivewill be based onseveral underly-ing principles,Chopra said. Oneis that there must

be a structured approach toopen government, including aschedule for the public re-lease of government data inmachine-readable formats.

Second, agencies shouldengage the public in devel-oping open governmentplans. Chopra also promisedmore sites or tools alongthe lines of Data.gov andthe IT Dashboard to shareinformation. —John Foley

([email protected])

‘Hardwiring’Transparency

18 Sept. 14, 2009

A study of 2,598 CIOsin 78 countries across 19 in-dustries reveals that techchiefs in high-growth organ-izations are profoundly moreengaged in setting strategy,driving tangible innovation,connecting with customers,and optimizing businessprocesses. The report, byIBM, breaks out sharp—sometimes jarring—con-trasts among CIOs focusedon growth and innovationcompared with those whoseprimary objective is to man-age technology operations.

IBM defines high-growthCIOs as those at organiza-tions with high profit beforetax growth. The report is atwww.ibm.com/ciostudy.

While some might say thatthese outcomes are obviousor widely known, I would ar-gue the opposite: For toolong, too many CIOs haveclung to the vital but limitedrole of head-down IT man-ager, giving only lip service tothe more-challenging trans-formational roles many CIOshave undertaken. Via almost20 gap analyses profiling howhigh-growth CIOs set priori-ties, interact with colleagues,engage with customers, andmore, the report gives execu-tives baselines by which tomeasure IT performance.

Of course, I understandIBM’s end goal—selling CIOssoftware and services. Still,while a few points in thestudy tip a bit heavily towardIBM’s technology and serviceofferings, nearly every exec-

utive will come away withfresh ideas, perspectives, andaction plans, independent ofIBM’s commercial interests.

The IBM global businessservices executive who ledthe study, Peter Korsten, saysthe high-growth CIO isdeeply committed not just totransforming technology op-erations to prepare forgrowth, but also to helpingactively transform businessprocesses and models. Kor-sten says high-growth CIOsdeliver business value inthree key ways: They driveinnovation, focus on and in-crease IT’s ROI, and are al-ways looking to expand thebusiness impact of IT.

“Transformative CIOs inthe top one-third are all

about innovation, and bythat I don’t mean they like totalk about it—they really doit,” Korsten says. “They alsoknow they are competing,often very aggressively, forinvestment dollars.”

Expanding IT’s impact isparticularly important thesedays, Korsten says, whenevery budget dollar is pre-cious and the pace of changeis so intense. “CIOs have to benot just innovative but alsoinfluential—they have to behigh performers in practice aswell as in theory,” he says.

—Bob Evans ([email protected])

An extended version is at informationweek.com/1241/evans2.htm

[QUICKTAKES]

Got Innovation?

Fed CTOChopra[

STARK DIFFERENCESIBM surveyed 2,598 CIOs and compared whatexecs at companies with high-profit growth aredoing vs. those at low-growth companies:

Do you integrate business and technology to innovate?

High growth: 64% Low growth: 33%

Do you focus your time on providing core technology services?


Do you aggressively turn data into actionable information?


Do you manage change successfully?


Do you and your team create IT centers of excellence?


Get the full report at www.ibm.com/ciostudy


Relentless Innovationt’s the first half of 2009, and unemployment’s

rising to a 26-year high of 9.5%. Sound like the perfect

time to launch an aggressive technology-driven product?

It was for Progressive Insurance, which kicked off its

“Name Your Price” Web site tool, letting customers

build their own insurance policies, starting with what they think they can afford. It was for

Coca-Cola, which tested a prototype fountain drink dispenser IT developed over two years

with the company’s R&D team, letting consumers mix a variety of new flavors while align-

ing Coke with a select group of fast-food restaurants to analyze buying data and manage in-

ventories better. And it was for CME Group, the world’s largest derivatives exchange, which

partnered with Brazil’s top exchange to give traders electronic access to CME products, ex-

panding CME’s global presence.

There’s a thread that runs through the companies at the top of this year’s InformationWeek

500: relentless innovation. In the 21 years that we have ranked the nation’s business tech-

nology leaders, none has provided as many obstacles to innovation as this past year, with its

ferocious recession. This year’s top InformationWeek 500 companies stand out for keeping

the pressure on for new ideas that drive business results. In our ranking—and our company

profiles, industry insights, and “great ideas” exchange—the InformationWeek 500 celebrates

those with the vision and guts to keep innovating.

The top InformationWeek 500 companies also show how critical the CIO is to delivering

boardroom-level strategic priorities, working with the CEO and business unit peers to push

Inside the InformationWeek 500CME Group, the No. 1 ranked company 31 | Other companies in the top five 34 | 20 great ideas 45

250 top innovators 54 | The entire InformationWeek 500 61 | Government innovators 75 | Industry profiles 80

See more online at informationweek.com/500

IBy Chris Murphy

Rya

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out new products, drive sales, andfree up cash. The IT leaders atCincinnati Children’s Hospital are anexample, as they delivered an onlinecollaboration portal as a key part ofthe hospital’s work with other hospi-tals to treat fetuses in the mother’swomb. That ties directly to its strat-egy of differentiating itself by leadingin niche areas of medical expertise.

Results With Less Money Numbers gleaned from our rigor-

ous InformationWeek 500 question-naire tell part of the story behind thecompanies’ strategies.

In IT spending, there’s been amassive downshift in just a year. In2008, 62% of InformationWeek 500companies expected their IT spend-ing to exceed 2007 levels. This year,just 37% do. The ranks expecting tocut spending more than doubled,from 20% to 42%. That’s to be ex-pected when revenue is down al-most across the board. In fact, at2.7% of revenue, IT spending acrossInformationWeek 500 companies isstable compared with last year.

The most interesting data pointsusually are the ones that suggest di-vergent strategies—where there’s noclear consensus around the beststrategy. Surprisingly, that’s the casewhen it comes to IT spurring newproducts and sales growth, whichthe majority of InformationWeek 500companies don’t see as a top priority.

That low priority isn’t just a prod-uct of the recession. The percentageof companies that consider introduc-ing IT-led products and services as apriority remains essentially un-changed this year from last, cited by37%. Applying technology to pro-duce a new revenue stream is a prior-ity for just 14% of InformationWeek500 companies. Nearly half of com-panies don’t consider new productsor revenue streams an IT priority.

Still, almost three out of 10 Infor-mationWeek 500 companies havepatented, trademarked, or copy-righted one or more of their IT or IT-driven processes or products in thepast 12 months. Among the trade-marks: a process improvementmethodology, a converged network-ing architecture, and the IT infra-structure for local offices.

General Motors has patented an e-mail notification system that woulddraw on data from an actual vehicleand send a subscriber a message withthe latest information, including anyconditions requiring maintenance orrepair. The Hartford insurance com-pany has applied for patents on pure

Data: 2009 InformationWeek 500 survey

HOW DOES YOUR COMPANY PLAN TO INNOVATEWITH TECHNOLOGY IN 2009?

60%Make business processes more efficient

47%Lower IT or business costs

37%Introduce new IT-led products or services for our customers

37%Get better business intelligence to more employees, more quickly

26%Improve Web operations or customer experience

23%Improve customer service

20%Engage customers in new ways

14%Improve interaction with partners and suppliers

14%Create a new business model or revenue stream for the company

WHICH NEW WEB TECHNOLOGIES ARE BEING ADOPTED BY YOUR COMPANY?

78%Wikis, blogs, or social networking tools for internal collaboration

62%Hosted collaborative applications (e.g., calendaring, spreadsheets, document management)

61%Software as a service

42%Mashups that combine Web, enterprise content, and applications in new ways

42%Wikis, blogs, or social networking tools for external collaboration

37%Storage or other cloud computing services

Consumer-oriented online applications that employees find useful25%


InformationWeek

26 Sept. 14, 2009

IT innovations—a system for loadbalancing and testing software andhardware, a dynamic file transfer andscheduling system, and a complaint-tracking system.

More predictably in a recession,however, the top priority for IT isimproving business efficiency (60%)and cutting IT costs (47%).

The World Isn’t Getting FlatterAs we saw last year, the great glob-

alization of IT seems to have peaked.After booming from 2004 to 2006,offshore IT outsourcing leveled offthe past couple of years, even amongthe largest companies. This year,59% of InformationWeek 500 compa-nies with more than $500 million inrevenue do IT outsourcing with ven-dors outside the United States.Offshore business process outsourc-ing also is leveling off, with 37% ofcompanies with more than $500million saying they do it. Last year,40% said they did offshore BPO. In-formationWeek 500 companies maybe doing more total business withoffshore outsourcers, however.

And globalization remains centralto the IT operations of many compa-nies. Four of 10 companies saythey’re making global support anddevelopment a regular part of mostIT jobs, and 38% say they’re inte-

grating more IT workers with globalbusiness operations such as purchas-ing and supply chain.

There are sharp divisions on twoother high-level questions: Doesyour CIO wear more than the IT hatat your company? Who does theCIO report to? Forty-eight percent ofCIOs at InformationWeek 500 compa-nies don’t have executive responsi-bility for an area outside of IT; therest do, including 16% in charge ofinnovation. Forty-one percent ofCIOs report to the CEO or presi-dent, 23% report to the CFO, andthe rest to other executives.

Which technologies and strategiesare yielding productivity gains? Col-laboration and analytics software are

cited most often among 14 choices.Almost six of 10 respondents to ourquestionnaire pick deploying col-laboration software as a top produc-tivity driver, while 46% cite deploy-ing business intelligence tools. Thenext biggest driver, cited by a quar-ter of respondents, is more supportfor telecommuters and remoteworkers.

Almost as interesting is whatdoesn’t make most IT leaders’ listsof productivity boosters. Distribut-ing smartphones is cited by just12% of InformationWeek 500 compa-nies. This finding suggests thatsmartphones, despite their con-sumer reach, remain a niche busi-ness tool—and makes innovators

WHAT GLOBAL IT STRATEGIES ARE IN PLACE IN YOUR ORGANIZATION?

57%We do IT outsourcing with vendors outside the U.S.

42%We’re making global support and development part of most IT workers’ regular jobs

38%

We’re integrating more IT workers with business operations that are global in nature,such as purchasing and supply chain

37%We’re expanding our own IT operations and hiring outside the U.S.

36%We do business process outsourcing with vendors outside the U.S.


How The InformationWeek 500 Are Selected

To be ranked in the InformationWeek 500, compa-nies with revenue of $250 million or more mustcomplete a rigorous application on their technol-ogy strategies.The process includes quantitative

and qualitative assessments of business tech innovation.Completed applications are reviewed by a panel of Infor-

mationWeek editors, who determine the ranking.The datais aggregated for all 500 companies and by industry; indi-vidual company data isn’t disclosed without permission.

The 2010 InformationWeek 500 application period will

open in January.Your company can pre-register for nextyear at informationweek.com/500/preregister.htm, so you’llbe alerted when the period opens. For more information,please visit the InformationWeek 500 Resource Center atinformationweek.com/iw500. Send questions pertaining tothe process to [email protected].

The 2009 InformationWeek 500 Analytics Report, which in-cludes extensive data and analysis from the survey, can bedownloaded at informationweek.com/500/09/analytic.htm

—Heather Vallis ([email protected])

informationweek.com

like Coca-Cola Enterprises look allthe more impressive. The bottlingcompany has been testing smart-phones to deliver information toroute drivers and other in-store em-

ployees. Beyond that, it has charteda broad enterprise mobility strategy,including making any application itmobilizes device-independent toavoid the inefficiency of repeated

one-off projects. Perhaps mobile ap-plication development is the nextfrontier for many companies—just15% cite it as a top productivitydriver this year.

On the other end of the adoptionspectrum are wikis and blogs, whichwe can stop calling emerging technol-ogy now that 78% of InformationWeek500 companies use them to commu-nicate with colleagues. That’s fast up-take—two years ago, just over halfused them internally. Only 42% ofcompanies use wikis or blogs to col-laborate with customers or suppliers,but that’s up from 27% two years ago.

Web 2.0 CrackdownEven as wikis go mainstream, the

flicker of enthusiasm for letting em-ployees use consumer apps, lit by

10%1%

23%16%


41%

8%

COO

CEO or president

CTO

Other seniorcorporate executive

CFO

Other

Line-of-businessexecutive

TO WHOM DOES THE CIO OF YOUR ORGANIZATION REPORT?

1%

InformationWeek

Web 2.0 apps, may be burning out.Two years ago, a third of Informa-tionWeek 500 companies encour-aged consumer app use; now it’sdipped to a fourth. Anecdotally,we’re hearing about crackdowns onconsumer Web apps, foremostFacebook and Twitter.

It’s possible that’s because thefunctionality people demanded—online collaboration, instant messag-ing, video interaction—is now avail-able in enterprise software. Morelikely, enterprise use of consumerapps and other technologies has be-come so widespread that companiesdon’t need to give it a nudge. Adop-tion among InformationWeek 500companies of hosted apps such ascalendars and spreadsheets stayedabout the same, at 62%, and the use

of mashups using enterprise datarose only slightly, to 42%.

No industry or geography domi-nates the InformationWeek 500.Manufacturing’s the largest seg-ment, at 11% of the group, fol-lowed by financial services, health-care, and consulting and businessservices, each with 10%. Banks arethe biggest IT spenders, and geo-graphically, companies in the

Northeast spend the most, 3.2% ofrevenue on average, compared with2.3% in the South.

It’s been brutal out there. Thiseconomy offered every excuse for anIT team to put real innovation onice—just until things get a bit better.For those that didn’t, here’s to you.

Write to Chris Murphy [email protected]

Find more at informationweek.com/500: Learn more about the 21 InformationWeek 500 industries

: View interviews with CIOs of top five InformationWeek 500 companies

: Get all the InformationWeek 500 data and analysis in our 2009InformationWeek 500 Analytics Report

: Apply for next year’s InformationWeek 500

InformationWeek


wo tyrants lord over the busi-ness technology team at CMEGroup, and they explain most ofwhat you need to know about itsType A, Saturday-working, never-satisfied culture.

One is volume. The other is speed.CME is the world’s largest derivatives exchange, on

which traders swap securities that carry the right to buyor sell a commodity—oil, gold, soybeans, lumber, pigs,dollars, Treasury bills, and much more—at a certainprice some time in the future.

In the past five years, CME’s trading volume has grownmore than 300% a year—from 30 million orders a monthin 2004 to 6.5 billion in October last year, when the fi-nancial crisis hit its peak. In that same time, the averagetime for a quote or order to come into and back fromCME’s data center was collapsed from 180 milliseconds toless than 6. A blink takes about 300 milliseconds.

CME stands for Chicago Mercantile Exchange, a 111-

year-old entity that in recent years acquired the ChicagoBoard of Trade and the New York Mercantile Exchange.In doing so, CME parlayed a pioneering role in elec-tronic trading—it introduced Globex, the first electronicfutures trading platform, in 1992—and its once-mun-dane-looking clearing operation into its top spot amongderivative exchanges. “They were the upstart, underdogfutures exchange 15 years ago, and now they own theworld,” says Larry Tabb, CEO of TabbGroup, a financialmarket research and advisory firm.

And now they own the top spot in the 2009 Informa-tionWeek 500 ranking of business technology innovators.

The company’s success hinges on a technology team,800-strong and led by CIO Kevin Kometer, that mustlive on the edge of emerging technology—and evendrive it, cajoling vendors such as Dell and Hewlett-Packard, AMD and Intel, and Cisco to build what mightnot look like mass-market products yet. “We’re almostplaying matchmaker,” says John Hart, CME’s managingdirector of technology engineering. Three years ago, for

The Market Leader

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InformationWeek CME Group

TKometer stays close to customers[

11


example, CME started work withVerizon and Tellabs to create a metroarea Ethernet network that was morepoint-to-point, not looped, to get farmore speed. That went live last year.

Yet until 2008, one of its most pre-cious systems, the core futures trad-ing platform that matches buyers andsellers, was far from leading edge—ultrareliable, but shackled to a legacysystem of 1 million lines of code,written for proprietary Sun Solarisservers. New features required longand costly testing, and hardware re-freshes cost tens of millions of dollars.

So the IT team rewrote its core fu-tures trading systems—which han-dled contracts worth $1.2 quadrillionof notional value in 2008—in Java insix months and started migratingthem to commodity Linux servers inJanuary. Results: At a leaner 295,000lines of code, the new platform cutresponse latency 67% (by 5 millisec-onds), and cut maintenance and cap-ital expenses 90%.

Platform For GrowthThe company hopes to use its

electronic platforms to seize newtrading markets, including carboncredits through its Green Exchangejoint venture and, in reaction to thefinancial crisis last fall, credit defaultswaps through its proposed CMDXpartnership with hedge fund CitadelInvestment Group. CME’s also prov-ing itself to be a partner of choice forforeign exchanges, from Brazil toMalaysia, looking to trade theirproducts through Globex to reachmore global investors.

Rick Redding, CME’s managingdirector of products and services,notes that with an acquisition orpartnership, IT teams are pulled infrom the very earliest stages, assess-ing if the economics work. But if it’san organic project that leverages

CME’s platform, IT’s called in fairlylate in the game. It’s just a given thatthe infrastructure is in place to ex-pand. “The IT team spends a lot oftime in their cycle leveraging aheadof our needs,” Redding says.

That’s the way it has to be when abig spike in volume is 18 times anaverage day’s volume. CME keepscapacity to handle two times the lastknown peak.

Every Saturday that’s not Christ-mas involves some significant testing,which can’t be done on trading days.It’s common to have 100 people inthe data center on a Saturday, CIOKometer says, lighting up the pro-duction environment to test systems.Testing’s often coordinated with trad-ing customers, the hedge funds,banks, and brokers that need to tryout their own trading systems’ inter-action with any new CME software.A blazing-fast matching engine insideCME’s data center doesn’t help ifcustomers don’t see better perform-ance in their systems, which increas-ingly rely on automated trading. “Wehave to work with our customers tomake sure their technology is evolv-ing with ours,” Kometer says.

It won’t get any less intense. CME,which runs about 4,000 Red HatLinux-based servers today across datacenters in Chicago and New York, isadding a 260,000-square-foot datacenter in the Chicago suburbs.

CME’s tech-driven capabilities putit in the midst of a huge business op-portunity, in part driven by the fi-

nancial problems of the past year.Companies are increasingly doingreal-time risk assessments of theircounterparties’ ability to pay up,rather than waiting until day’s end,says Joe Panfil, CME’s managing di-rector of enterprise technology. Thatplays to CME’s strength in speed. Po-litical and regulatory pressure coulddrive some derivatives traded over-the-counter today to regulated ex-changes or clearinghouses such asCME. NYMEX’s clearing of over-the-counter energy contracts spiked af-ter the collapse of Enron, Reddingnotes, as people looked for more as-surance that the other side of a tradecould pay. “It’s times like that peoplelook for unique solutions to makethe system better,” he says.

Challenges AheadCME has challenges ahead, too.

While it dominates many futuresproducts markets, Tabb notes thatequity trading has fragmentedamong exchanges, and CME facesmore competition from establishedexchanges and from banks and bro-kers setting up their own exchangesfor emerging products.

One thing not discussed here isreliability, which might seem oddgiven the pressure for the exchangeto never fail. When the financial cri-sis was at its worst last fall, and vol-umes soared, CME never buckled—and nor did any rival exchanges.Imagine the chaos if they had.

So alongside volume and speed,reliability must be another of thosetyrants, right? Sort of. It’s a bit likereminding a champion marathonerto breath while kicking the last mile.

“You don’t even talk about it, be-cause it’s got to be there,” Panfil says.“Then, the focus gets back to speedand capacity.” —Chris Murphy

([email protected])

CME Group

App Performance Management Questionsto ask before buying monitoring tools:

informationweek.com/tw/apm

See all InformationWeek Analytics Reports atanalytics.informationweek.com

DIG DEEPER

InformationWeek 1

Parents of seriously ill children often face agoniz-ingly difficult medical choices, sometimes even before thebirth of a baby. Cincinnati Children’s Hospital MedicalCenter is using a collaborative portal and real-time data tohelp them and their doctors during those trying times.

In some high-risk pregnancies involving identical twins,for instance, one baby will receive less blood flow from

the placenta than the other, at times requiring surgery inthe womb. It’s cases like these where CCHMC turns to itsFetal Care Portal, which among other things, lets doctorsat the hospital share information with physicians at twonearby hospitals where the actual surgery is often done.The portal draws in patient data, including electronic med-ical records and digitized radiology images and reports, soall the doctors are working from the same data.

The portal also provides data about treatments andoutcomes of patients with the same conditions whohave been treated at the three hospitals that are part ofthe Fetal Care Center of Cincinnati. And doctors and re-searchers use the portal’s database and query tools toanalyze trends and formulate better treatments.

How It WorksThe Fetal Care Portal was launched in 2006 for clini-

cians of the Fetal Care Center, which includes CCHMC,

Good Samaritan Hospital, and University Hospital.CCHMC’s IT team has been evolving and adding fea-tures over the past three years. A real-time interface forthe patient scheduling component of CCHMC’s e-med-ical record system is now under development. Besideshelping doctors provide better care, the portal also sup-ports CCHMC’s business strategy to become a leader in

niche areas, says CIO Marianne James. Data about patients is entered into e-medical records,

which doctors can access from the Fetal Care Portalalong with information from various other systems, in-cluding radiology reports such as ultrasounds, echo-grams, and MRIs. Doctors can view records on twoscreens, letting them view images on one and writtenreports on the second.

CCHMC is nationally known for several pediatric spe-cialties, with U.S. News & World Report ranking it amongthe top five U.S. hospitals for neonatal care, respiratory,cancer, diabetes, and endocrine disorders in children.It’s No. 1 for pediatric digestive disorders.

About 18% of the Fetal Care Center’s patients require inutero surgery, and the Fetal Care Portal has helped doc-tors improve procedures. For instance, if data shows bet-ter results for women who waited until week 30 of preg-nancy for a particular surgery, a doctor might recommend


Cincinnati Children’s Hospital Medical Center

Medical Specialties AreKey To Global Goals

Marianne James

IT is helping Cincinnati Children’s

build its reputation in specialized

areas and expand its “borders.”

2

that a woman who’s 28 weeks preg-nant wait a week or two before hav-ing that surgery.

What’s NextThe next step for CCHMC is to

find ways to use the innovation ofthe Fetal Care Portal as a model forthe hospital’s other sub-specialties,says Jason Napora, assistant VP ofinformation services. CCHMC’scolorectal center already uses appli-cations with some of the same func-tionality as the Fetal Care Portal.

Innovations that support the hos-pital’s niche expertise strategy areparticularly important in this diffi-cult economy. “We’re being cautiousfrom a budgetary point of view,”CIO James says.

However, CCHMC is looking toinvest in “niche innovation thathelps expand the borders of thehospital,” says James. The goal is tobuild a reputation around special-ties and attract patients from out-side Ohio. The Fetal Care Center isalready doing this in the area ofhigh-risk pregnancies. Expandingnationally has allowed the hospital

to continue to grow, James says.The hospital also is focusing on

extending its international reach.The Fetal Care Center collaborateswith hospitals in the Middle Eastand China.

The biggest long-term project theCCHMC IT team is working on is ex-panding its Epic e-medical record im-plementation, a 2-year-old system thatreplaced several clinical informationsystems. The hospital deployed thesystem in its specialty clinics and am-bulatory settings first and has beenrolling out components since then.Emergency room apps will belaunched in November and in-patientand operating room apps next year.

James has become well versed inCCHMC’s business during her 22years with the hospital in roles rang-ing from finance to research. She’s

part of the senior management team,and meets weekly with other tophospital officials.

“I’m more outward facing,” shesays. When projects don’t go well,it’s often because there isn’t a clearchampion advocating for them, shesays. The IT team and business unitsavoid that by keeping technology ef-forts rooted in a solid understandingof business priorities. “There hasbeen great collaboration,” she says.

By building on this collaborationand the innovation that has come outof it like the Fetal Care Portal, CCHMCis likely to continue helping more pa-tients and their doctors hundreds oreven thousands of miles away makegut-wrenching medical decisions withthe best possible chance of good out-comes. —Marianne Kolbasuk McGee

([email protected])

The Fetal Care Portal

: Strategy Improves CCHMC’sability to collaborate with two nearby hospitals

: Technology Uses ASP.Net, Ajax,CSS, jQuery, LINQ, SQL Server2000, SQL Server Reports

: Results Doctors have oneplace to share records oncurrent cases and researchon past cases

: Next Up Apply the approachto other specialties

InformationWeek

36 Sept. 14 , 2009 informationweek.com

When it comes to IT’s place at a car insurancecompany, it’s not just behind the curtain, keeping thequoting and billing apps and databases humming. AtProgressive Insurance, IT is center stage, driving busi-ness at the point of the customer.

Progressive began a national advertising campaign inJune for Name Your Price, a Flash-based Web application,

developed by the IT team in cooperation with severalother business departments, that inverts the typical carinsurance shopping process. Customers start by inputtingthe price they want to pay rather than navigating coverageoptions before a price is quoted. (The company noticedwith the old system that once a price was quoted, cus-tomers would adjust coverage to tweak the cost.)

Progressive also knows that any time a customer musttake additional steps on the site, that lowers the “finish-to-start ratio,” a measure of the shoppers who completethe quoting process. Buying car insurance requiresshoppers to enter a lot of information about themselvesand the cars they want to cover. They also have to sortthrough a variety of potentially confusing options.

“People can get tired of giving us data and get out ofthe quote before we give them a price,” says ProgressiveCIO Raymond Voelker. “It’s not about Web server errors.It’s about them getting bored or frustrated and leaving.”

Dale Willis, who manages the Name Your Price appli-cation, lives and dies by the finish-to-start ratio. The eas-iest way to boost that ratio is to offer cheaper rates, butthe company can lower rates only so far, of course, andpricing is the responsibility of the products division. SoWillis’ challenge is to improve the ratio with the onlyarrow in his quiver: the user interface.

To that end, Name Your Price provides a more interac-tive experience than a typical online quoting system. Thekey element is a slider bar that shoppers move back andforth. As shoppers slide the bar, they’re shown changes inprice and coverage options in real time, rather than hav-ing to wait for the back-end servers to recalculate ratesand refresh the users’ browser with the new information.

Name Your Price has yielded a 5% increase in thenumber of customers who choose to buy a policy once aquote is initiated online, a Progressive spokeswomansays. No other car insurance company offers a similarquoting application.

Name Your Price touches several systems, includingthe company’s quoting and billing systems, as well as anapplication that matches Progressive’s insurance prod-ucts to different insurance requirements for all 50 states.Those back-end systems don’t just support Name YourPrice. Phone reps and independent agents who sell Pro-

Progressive Insurance

Raymond Voelker

“People can get tired of giving usdata and get out of the quote beforewe give them a price. It’s not aboutWeb server errors.”

‘Name Your Price’ HitsHome With Customers

3

Sept. 14, 2009 37

gressive policies have their own soft-ware that communicates with thequoting, billing, and product sys-tems, and those systems produceand display information in differentways than Name Your Price does.

By decoupling consumer, phone,and agent applications from the back-end systems, Voelker and his teamdon’t have to maintain separate quot-ing and billing systems for thosetransactions. The process also lets Pro-gressive build applications and userinterfaces tailored to each user group.

Independent agents, for instance,don’t want an interface like NameYour Price, Voelker says. Becausethey’re well versed in the nuances ofcoverage options, agents prefer de-tailed tables and other componentsthat would boggle a do-it-yourselfWeb consumer. And Voelker says histech teams are able to devote moretime to creating and refining the userinterface of Name Your Price insteadof doing complex software develop-ment on the back-end systems.

That said, the company had to dosome programming legwork to getName Your Price onto the Web. Inparticular, the company upgradedthe quoting application so that someof the workload to provide real-timecalculations could be done in Flashin the consumer’s browser. “We canload in the neighborhood of 30 ratecombos at once, so it enables thereal-time experience,” says Willis.This capability required Progressive’sdevelopers to tweak the logic of theapplication on the back end to en-sure that the slider bar and quote in-formation loaded quickly.

“We don’t want to be in the busi-ness of heavy client application soft-ware,” Voelker says, “but we wantedperformance because of the impor-tance of the finish-to-start ratio.”

The company’s developers alsorewrote code to speed up communi-cations between the product system,which has the information on cover-age options, and the quoting app.

Name Your Price is a textbook ex-

ample of IT-business alignment—andultimately IT-customer alignment.The project’s main sponsors wereCEO Glenn Renwick and CIOVoelker. A project manager oversawthe app from start to finish. His teamincluded developers on the quoting,billing, and product systems; test en-gineers; business analysts; andprocess consultants. Seventy-five per-cent of the team was dedicated to theapplication full time. The project wascompleted in 10 months.

The ROI ConsiderationVoelker says the company has a

program, called IT 2.0, whose twokey objectives the CEO and CIOshare when evaluating the outcomeof a project: speed to market and “fi-nancial throughput.”

Speed to market is the length oftime it takes to go from an idea to aworking product. Progressive breaksthis measurement into componentsto identify sticking points. For ex-ample, did the business develop-ment plan slow the project? Werethe business and technical require-ments incomplete? Were there ma-jor holdups in software developmentor product testing? Did the pilotphase take longer than anticipated?

Financial throughput is a basic ROImeasurement in which the companymeasures dollars the project brings inagainst the costs to get it done.

It’s one thing to suggest turningthe typical insurance shoppingprocess on its head, and another tomake it happen by providing a real-time, interactive tool in the cus-tomer’s browser. By bringing IT faceto face with Web consumers, Pro-gressive is creating closer bonds withits customers and driving the car in-surance market in new directions.

—Andrew Conry-Murray([email protected])

IT Uncensoredrogressive Insurance CIO Raymond Voelker can take commentaryand criticism as well as he can dish them out. Several years ago hestarted an internal company blog, called The IT Blog, that lets em-ployees comment anonymously on whatever IT and other issues

are on their minds.“You can say what you want about me and my boss—and people do—and I say whatever I want back,”he says.

The upside is that Voelker gets keyed into the challenges and concerns,both in the IT organization and the company at large, that might not cometo the surface through normal communication channels.The worst that’shappened is that he has had to remove the occasional post because of inap-propriate language.

Progressive takes anonymity seriously,Voelker says.“I’m sure my top secu-rity guys could hunt someone down if they had to,” he says,“but I’m proudthe culture of the company hasn’t made me ever want to do that.”

Recently,Voelker held a contest to let an employee take over the blogwhile he was on vacation.“It generated community interest and let peopleput issues on my radar screen,” he says. It also reinforced the CIO’s overarch-ing message: If you’ve got something to say, say it. —Andrew Conry-Murray

P

InformationWeek


Wells Fargo took its first shot at creating enve-lope-free ATMs around 2002, but the technology wasn’tup to it. Optical character recognition couldn’t read thewords on checks well enough, and the machinesjammed too often. So the Wells Fargo IT team shelvedthe idea for several years.

When character recognition improved, they took an-

other crack at it, but it still took many iterations, work-ing with hardware makers, to overcome the jams. Theyhad to persuade ATM makers to upgrade to faster Intelprocessors to provide the personalized features WellsFargo wanted, and they had to educate customers as tohow and why they should use the new machines. Nowthe bank has 1,852 envelope-free ATMs in California.

“It wasn’t an overnight success,” says Jimmy Wang, aWells Fargo VP in the ATM technology group. But theenvelope-free ATM project was typical of Wells Fargo’sapproach to innovation, which its leaders describe notas a particular initiative or project but as part of its con-stant pursuit to bring something better to customers.Says Wang, “If we had a culture of ‘good enough,’ wewouldn’t have developed envelope free.”

It’s been an extraordinary year in banking, with lastfall’s financial crisis requiring massive taxpayer-fundedbailouts that included $25 billion for Wells Fargo. (CEO

John Stumpf told Bloomberg Television this month itwould repay the TARP loan “shortly.”) Wells Fargo alsocut one of the industry’s biggest deals out of the crisis byacquiring Wachovia in a government-backed deal. Amidcrisis, merger integration, and intense public scrutiny,how do you keep IT teams focused on innovation?

For Avid Modjtabai, CIO and executive VP of tech-

nology and operations, it’s by putting a priority on al-ways improving operations and demanding that ITteams deeply understand the customer, not just thetechnology or even a business unit’s needs. “Our view isthat technology is at the front end of that customer ex-perience,” says Modjtabai.

Modjtabai describes a culture that, for a group ofbankers, seems more comfortable than you’d expectwith soft ROI measures when it comes to customer-facing technology. Efforts such as showing a cus-tomer’s three most-common transactions on the ATMscreen don’t drive incremental revenue, but they’rewhat the bank thinks it must do to keep pace withcustomer expectations.

“None of them are about the next three-month or six-month return,” says Modjtabai. “They tend to be aboutcontinually deepening our relationship to our customer,or retaining their business, or share of wallet. A lot of it

Wells Fargo

Avid Modjtabai

When it comes to envelope-free ATMsand other customer-facing innovations,“none of them are about the next three-month or six-month return.”

At Wells Fargo, IT NeedsTo Know The Customer

4

Sept. 14, 2009 39

is about sustainable opportunitieswith the customers.”

Get More PersonalIn addition to expanding the enve-

lope-free ATM effort, Wells Fargo alsoused data mining to personalize tellermachines. It added features such asautomatically showing customers theirmost frequent transactions, knowingthey’re very likely to want to do one ofthose transactions again. Sounds ap-pealing, but IT had to figure out howto deliver constantly updated data.That involved a fairly simple databasesearch, Wang says, but it takes a lot ofcomputing power to mine all cus-tomer transactions for the past 180days every day. So Wells Fargo runsthat overnight, using otherwise idlecomputing capacity, and mines onlythe changes from the prior day.

The bank’s customers aren’t neces-sarily early adopters of technology,Modjtabai says, so Wells Fargo tendsto make changes in “small steps.”When it showed customers the first it-erations of envelope-free ATMs, manywere hesitant to use the service, Wangsays. The machines are technically im-pressive—able to handle up to 50bills in different denominations, fac-ing up or down, and a stack of 30checks at a time—and eliminate pa-per. But teaching customers that en-velope-free deposits give faster accessto funds helped increase use.

There was still a big reason manypeople didn’t make ATM deposits:Fear. “If you have a $10,000 deposit,you often want a stamp on it to say,yes, they took it,” Wang says. So thebigger breakthrough came when WellsFargo offered the option of printing animage of the check as a receipt. “Thatchanged a lot of behavior,” Wang says,“including some people on our ownstaff who admitted they had neverdeposited a check in an ATM.”

Modjtabai says Wells Fargodoesn’t budget specific funds or havestaff dedicated to innovation, sothere isn’t pressure to cut an innova-tion budget line during a downeconomy like this. Much of its inno-vation is focused on customer-facingprojects, and those tend to continueto get funding in a downturn.

IT infrastructure is another areawhere Wells Fargo is innovating.Here Modjtabai’s team is on a majorpush to cut costs and improve effec-tiveness through increased automa-tion, virtualization, and consolida-tion, and offering more tiered ITservices. Storage is a good exampleof tiered services, Modjtabai says:“We used to offer only tier 1 storageof all of our applications, whether ornot they were tier 1, 2, or 3 applica-tions.” Now, for data that doesn’t re-quire as fast access, Wells Fargo isbuying lower cost storage, which it’salso finding easier to manage.

With the Wachovia acquisition,there’s pressure to make operationalimprovements like these even faster,since IT teams already are working on

nearly every system as they consoli-date the two banks’ systems. “In timesof big changes and mergers, it givesus an opportunity to accelerate someof those initiatives,” says Modjtabai.

The Opportunity AheadMobile banking, like envelope-

free ATMs, also didn’t take off on itsinitial debut. The bank made a con-certed push around mobile bankingsix or seven years ago but found thetechnology wasn’t mature enough todeliver a great experience.

Banks need to “put what custom-ers need in their path,” says Modj-tabai. Six years ago, people used cellphones to make calls, but today,they’re using them to manage theirlives. Wells Fargo offers mobilebrowser versions of its online bank-ing, as well as text message banking.Modjtabai anticipates “huge growth”on this platform.

That leads to one of the bank’sbiggest challenges: delivering a con-sistent experience across platforms.Modjtabai leads, in addition to ITand operations, a team that’s part ofthe company’s “One Wells Fargo”initiative, whose job is to look acrossthe company for places it’s not deliv-ering a unified customer experience.

One systems integration victory onthis front is that when customers openaccounts in branches, they can selectcertain preferences for other channels,like what the default withdrawalamounts are on their ATM screens.But there’s always more work to bedone. Even as Wang describes thatsuccess, he notes they never developin a silo. “We haven’t done it yet, butwe’re thinking, ‘Why not let you se-lect your ATM preferences from theInternet channel?’ ” he says.

As Wang himself might say, never“good enough.” —Chris Murphy

([email protected])

Wells Fargo’s CIO On:

: Emerging tech “We know it maytake a couple years until all thekinks and bugs are identified.”Customers value availability andsecurity first.

: On adding features “Customers areused to a certain look and feel,so we try to make incrementalchanges ... in an easy-to-digestway.”

: On her prior role leading HR“Wher-ever you are, you have to run itlike a business.We’re not a sup-port function.”

InformationWeek


Marc Benioff has been predicting the death ofsoftware since he formed Salesforce.com in 1999. Butuntil a few years ago, when Salesforce began moving itsapplications and some IT infrastructure into the cloud,the company ran its own operations using on-premisessoftware.

Now, by living cloud computing and not just preach-

ing it, Salesforce is showing the transformational bene-fits—and not just the cost cuts that come with paringdown data centers and dispensing with software licens-ing fees. The company’s move into the cloud hasbrought profound changes to Salesforce’s internal IT or-ganization, including how developers work with busi-ness execs and even who develops the software.

Salesforce no longer hires database administrators and“patch experts” for its corporate IT team, says TraeChancellor, who was the company’s CIO during its mi-gration to cloud computing. “We scale with businessprocess experts—those are our new developers. IT is be-coming more of a business function that helps driveefficiencies in building these apps and consuming ser-vices via the cloud.” In his new role as VP of enterprisestrategy, Chancellor is charged with helping customersmove to cloud computing based on his experiences withthe Salesforce IT organization.

Sure, there’s a self-promotional ring to this transfor-mation—a loud one, in fact, since Salesforce is in thebusiness of selling cloud computing and software as aservice. And its IT organization’s move to cloud com-puting was helped considerably by its having such closeproximity to the people and infrastructure producingand hosting the “dog food” it’s now consuming.

At the center of its cloud strategy is Force.com, theplatform where Salesforce hosts a range of its own sales-force automation, customer service, and other applica-tions, but also where third-party software companies,independent developers, and customers have built appsusing Salesforce’s programming language, APIs, and cus-tom interface framework. Businesses can subscribe tomore than 800 apps built on Force.com and offeredthrough the Salesforce online store, AppExchange.Meantime, Force.com has opened up software develop-ment and customization to non-technical developers.More on that later; first, some context.

Cloud-BoundSalesforce’s IT transformation began in 2006, when the

company moved its IT organization into the R&D depart-ment, so that product developers could learn what a typi-cal IT organization needs from Force.com, and IT could

Salesforce.com

SaaS Leader PracticesWhat It Preaches

Trae Chancellor

“IT is becoming more of a businessfunction that helps drive efficienciesin building these apps and consumingservices via the cloud.”

5

quickly benefit from the department’sinnovations. In doing so, Salesforce ITbegan shedding the on-premises appsthe company had been using andmoving to application services devel-oped on Force.com, including an or-der-to-cash app, a product life-cycleapp for the R&D department, and anapp that tracks how and where em-ployees use their company-allottedvolunteer time. Salesforce employeesalso use a company-developed con-tent management app that runs onForce.com. Among the subscription-based software services it uses fromother vendors are Google Apps,which employees can access fromtheir Salesforce CRM accounts; Con-cur for expense management; Work-day for human resources; and Xactlyfor sales-performance management.

But Salesforce’s move into thecloud isn’t complete. Like with most

non-manufacturing companies, its fi-nancials apps (Oracle) are its mostcritical and deeply rooted. Among thethird-party cloud apps Salesforce isconsidering is Coda’s Coda2.Go foraccounts payable and receivable,which is now sold on AppExchange.During its cloud migration over thelast three years, Salesforce replacedtwo 800-square-foot data centers itwas using for its own operations witha new 600-square-foot facility, mainlyto house network equipment and theOracle Financials apps it still uses.

As a provider of cloud-based ser-vices, Salesforce also is deliveringon transparency and reliability.After customers experienced sev-eral hours-long outages in 2005and 2006, the company createdTrust.salesforce.com, a Web sitethat’s updated every four hours andlets anyone view current or past

service disruptions emanating fromany of 16 system groups, or “cus-tomer sandboxes,” within the threedata centers that support Force.com.

Disruptions lasting a few minutesand affecting a small number of cus-tomers aren’t unusual (Salesforcehad two such disruptions in August,for instance). They show up as a redcircle with an “X” next to the im-pacted system. When Salesforce ex-perienced an outage on Jan. 6 thataffected all of its customers, it usedthe site to report that the problemoccurred at 12:40 p.m. PST when anetwork device failed and stoppedprocessing data for all customers inJapan, Europe, and North America.When the system didn’t fail over toredundant systems, staff had to do amanual recovery. Depending on thecustomer, downtime ranged from 40minutes to 2.5 hours.

Overall, Salesforce reports thatForce.com had an uptime of99.997% in the second quarter endedJuly 31. (Anything above 99.99%—no more than about 50 minutes ofdowntime a year—is considered verygood by industry standards, the goldstandard being five 9s.)

‘We Blew Up That Model’Customization hasn’t gone away

with a cloud infrastructure; it’s justdifferent. Since so much of the basiccode for a needed application is al-ready running on Force.com, it hasbecome easier for both developersand non-technical people, such asbusiness analysts, to customizeForce.com apps and write small,limited-function apps of their own.Typically, an IT organization hasproject managers that serve as li-aisons to business units. “We blewup that model,” Chancellor says.

Key to these changes is Salesforce’sadoption of the agile software devel-

Sept. 14, 2009 41

1999: Marc Benioff, Frank Dominguez, Parker Harris, and Dave Moel-lenhoff found Salesforce.com.

January 2006: Company launches AppExchange online store and theApex development platform, later repackaged under Force.com.

February 2006: Benioff promises infrastructure investments of morethan $1 million per quarter to improve reliability. Salesforce launchesTrust.salesforce.com for service monitoring.

Late 2006: Salesforce IT begins transitioning internal applications andinfrastructure to Force.com.

December 2008: Salesforce has 51,800 customers, 3,300 employees,and 85,000 applications built on Force.com.

January 2009: Salesforce service goes down for 40 minutes. Companykeeps customers updated via its service-monitoring site.

February 2009: Salesforce surpasses $1 billion in annual revenue.

July 2009: Salesforce opens a third data center, in Singapore, addingto its two in North America.Data: Salesforce.com, news reports

A Decade Of Growth

InformationWeek

5opment method, and more specifi-cally, the creation of “Scrum” teamsthat consist of both IT and businesspeople. As described by the agilemethod, Scrum teams are groups ofpeople that do incremental “sprints”of development, usually two to fourweeks long, with the goal of produc-ing services more quickly and in bet-ter alignment with business needsthan conventional software develop-ment groups.

Salesforce’s HR department, forexample, wanted to be able to man-age the recruiting process withinSalesforce.com, including trackingleads. With its Scrum team, the de-partment built that app, passed itthrough the governance process, anddeployed it within a month, withminimal input from IT.

The new structure has eliminated

some positions and altered others.One employee who had managedhardware budgeting and purchasingtook it upon himself to write an ap-plication, using a Force.com drag-and-drop process, to manage thatfunction. “It’s turned out to be oneof our most interesting apps, andone of the best enablers, from an ef-ficiency standpoint, for IT,” Chancel-lor says. “This guy has no technicalskills whatsoever—a finance back-ground. Now he’s on his way tomoving into a Scrum team.”

Cloud computing is a huge factorin the speed in which these projectsare delivered, Chancellor says. “Be-fore, you had people who were Javaand .Net experts and database ad-ministrators,” he says. “But withForce.com, you’re only building onthe application layer. Everything be-

low in the stack is already taken careof for you.” Applications built byScrum teams for internal use includeasset management and project port-folio management.

Gone forever are the days whenSalesforce developers would go intoa bunker for six months to test cus-tomized software, Chancellor says.“We finally have the opportunity tobecome part of the roundtable fordiscussing business activity andfunction,” he says.

It’s an approach customers areadopting, too. Sant Corp., a 55-per-son provider of software for develop-ing sales proposals (both on-premisesand as a service), now runs all of itssales and marketing functions onForce.com. Sant’s marketing depart-ment also built an application formanaging professional service en-gagements, by creating custom ob-jects and fields that link directly intoSalesforce CRM. “We have not had toget the IT staff involved in any ofthis,” says Brian Vass, VP of market-ing at Sant. “I see [Salesforce] as theleader in cloud computing, both as acustomer and a partner. I’m not fa-miliar with any other company that’sbeen more innovative in this area.”

Salesforce, the only pure SaaScompany with more than $1 billionin annual revenue ($1.08 billion inits most recent fiscal year), contin-ues to add new customers at a rapidrate. During its fiscal quarter endedJuly 31, it added 3,900 customers,including Marsh, Comcast, WasteManagement, and Fujitsu.

Benioff hasn’t killed the conventionalsoftware industry just yet—it’s still a$500 billion business. But by gettingSalesforce’s own IT organization toadapt to a nearly pure cloud mind-set,he continues to set a high bar for inno-vation. —Mary Hayes Weier

([email protected])


Salesforce.com InformationWeek

JCPenney’s Door to Floor pilot program provides stores with infor-mation on in-bound merchandise 48 hours and 24 hours before deliv-ery. At the 24-hour mark, stores can see what’s coming on the nexttruck down to the lot level, allowing managers to plan to have staffand equipment available to unload trucks and to prep store floors fornew merchandise.

To support this initiative, the retailer created process improvementtechnology that would help store teams plan for and receive millionsof pieces of in-bound merchandise while improving productivity. Italso created Web-based visibility reports. It deployed an internally de-veloped forecasting engine that extracts shipment data from the ware-house management system and processes it through a set of businessrules to predict which merchandise is one or two days from arriving.

The end result is greater efficiency in getting merchandise to storefloors and more time for customer-facing tasks. Pilot stores saw a 16%productivity improvement per store and increased customer servicescores.The system has since gone chain-wide.

Eli Lilly is using cloud comput-ing and collaboration to speed upthe time it takes to develop newmedicines. Using Amazon.com’sEC2 offering, Lilly is able to takeadvantage of dynamic provision-ing to scale computing environ-ments up and down to meet thechanging needs of its researchers’workloads.

Before exploring cloud com-puting, protein research wasfully utilizing a 1,024-CPU Linuxcluster. By shifting this researchto the cloud, Lilly’s scientists arenow able to work at a higherlevel of experimental through-put, and they undertake ana-lyt ics that weren’t possiblepreviously.

Cloud computing also hasallowed Lilly to establish exter-nal collaboration environmentsin minutes. What used to taketeams weeks and significantcapital investment can now bedone with a couple of clicks on aWeb page at a fraction of thecost.This significant reduction incost and research cycle time iscritical in drug hunting becauseevery day of delay means a delayin delivering therapeutics to pa-tients in need.


20Great Ideas To StealInformationWeek 500 innovators reveal some of their top projects. Could something similar work at your company? Let the brainstorming begin.

JCPenney Now Knows What’s On The Truck

Lilly Pulls New MedsOut Of The Cloud

Turn page, open flaps to see all 20 great ideas

InformationWeek

47 Sept. 14, 2009

Engineering and constructioncompany Parsons has automatedthe complex and time-consumingprocess of providing project-spe-cific applications to its workforce.Bydeploying application-streamingtechnology, dubbed ParStream, itprovides apps on-demand along

with configurations tailored to aworker’s needs.

Initially, workers get baselinecomponents, letting them get upand running immediately. Re-maining components are sent on-the-fly as functions are requested.Parsons’ ultimate goal is to auto-mate desktop image manage-ment from deployment throughretirement. In essence, the com-pany will be its own software-as-a-service provider, providing appdelivery to its global workforce.

Parsons Streams Desktops On Demand

AG Interactive’s IT group holds an annual “Hack Day,” during which normaloperations at the e-card company are suspended for 24 hours and the staffworks on off-the-grid ideas.

Cross-functional teams generate prototypes of their ideas and present themfor judging by peers and senior executives. Each year, several ideas are selectedto become IT initiatives.

Recent initiatives include an app that makes a sampling of AG’s e-card products available to Yahoo e-mail’smore than 60 million subscribers, a version of the company’s Web site optimized for mobile users, and an innova-tive approach to ad sales whereby all the space on AG’s Web site is allocated to one advertiser for a limited time.

AG Interactive’s Full Day To Innovate

Harleysville Insurance needed a better underwriting, policy issuance,and product administration system,instead of working with a dozen main-frame systems, some of them more than 20 years old. So the company,which provides insurance to small- and midsize businesses as well as indi-viduals,developed accessHarleysville,an SOA-based system that revampedthe way it works with its 1,400 independent insurance agencies.

Agents use a portal to submit policy applications, and the system vali-dates required information—such as driver records and credit information—then integrates the data with automated risk models. Harleysville’s pre-dictive models delineate risks among similar businesses and a rules enginedecides if a policy is low risk enough to be issued by an agent,or should bereviewed by an underwriter.AccessHarleysville has cut the time neededto issue a policy and increased self-service capabilities for agents. It hasincreased productivity and boosted premiums from small businesses.

Some Risk Judgments Get Automated

Every year,FedEx’s IT group man-ages multiple large-scale, highlycomplex software deploymentswith aggressive launch dates.These mega-releases includedozens of intricate,global projects,involving numerous applicationsand various parts of the business,all with interdependencies.

FedEx breaks these compli-cated releases into componentsthat can be decoupled if prob-lems arise in any one area. Earlyin the development life cycle, ITbuilds a decoupling plan. Key de-pendencies and decision pointsare mapped for each major com-ponent of a project. If something

goes wrong with a component,it’s isolated and decoupled. Theproblem is solved separately,while the rest of the project is re-leased on time.

This approach lets FedEx pur-sue high-risk, complex businessinitiatives, while maintaining ac-ceptable levels of risk.

A Component Approach To Software Testing

Cigna’s Care Connections pro-vides a central online source of in-formation on the quality and costsof medical care. Now, instead ofscrambling from site to site andpuzzling over medical jargon, peo-ple with Cigna healthcare plans cantype in symptoms, using commonterms such as “earache” and “kneepain,” to get information.

Care Connections also providesratings for local specialists and hos-pitals, helps formulate questions toask doctors, compares treatmentoptions, estimates costs, and ana-lyzes medication options and costs.

Since its launch in April 2008, theservice has been visited 12 milliontimes, and seven out of 10 userschose the highest-ranked doctorsfor both quality and cost efficiency.The pharmaceutical pricing toolalone will generate more than $177million in estimated savings peryear for Cigna customers,by encour-aging lower-cost generic medicines.

Cigna Offers HardData For Care Choices

Teen clothing retailer Wet Seal letscustomers design their own outfitsonline using any item the companyoffers, publish their outfits for othercustomers to rate, and purchase othercustomer-designed outfits. Other re-

tailers offer outfit design capabilities,but they don’t always let customersuse all their products, nor offer the in-teractivity that comes from the ratingcapability.Wet Seal also makes it easyto buy customer-created outfits, in-cluding using them in up-sell andcross-sell functionality on its Web site.

A year after launch, customers havedesigned almost 200,000 outfits, of-fered 1.3 million ratings, and browsed4.5 million detailed outfit pages. Thisuser-generated content has providedWetSeal.com with more than 10% inincremental sales.

Wet Seal also has launched a pilotcross-channel program to integrate so-cial media into its physical stores.In the2008 holiday season, it installed kiosksin several stores that let customersscan items and view the most popularuser-created outfits for them.Wet Sealplans to soon make this same function-ality available for mobile devices.

Capital One has replaced a number of standalone risk management andcompliance systems with a centralized, enterprise-wide system. Its new gover-nance, risk management, and compliance system manages thousands of con-trols, validating more than 2,500 laws, regulations, and requirements. It unitesrisk and compliance into a single management system used by more than athousand employees across all lines of business.

The system includes a workflow engine, process configuration, dashboardand reporting capabilities, document management, content management,surveys and assessments, security and access controls, and search and im-port/export capabilities. The underlying technology is comprised of gover-nance, risk management, and compliance software running on Windows-based virtual machines across multiple environments in conjunction with anOracle database.

The system automates key aspects of the controls process such as testing,validating, and reporting. It provides a holistic view of all risk, sending manage-ment reliable, actionable information.The system has improved Capital One’sability to respond to regulatory changes. Risk and compliance operations areperformed more consistently, resulting in cost savings and scope, quality, andefficiency improvements.

Capital One’s Single View Of Risk

Wet Seal Lets People Design And Rate Outfits

Great Ideas To Steal

pli-entsob-arlye, IT de-intsom-

hing

goes wrong with a component,it’s isolated and decoupled. Theproblem is solved separately,while the rest of the project is re-leased on time.

This approach lets FedEx pur-sue high-risk, complex businessinitiatives, while maintaining ac-ceptable levels of risk.

g

20

CenterPoint Properties,a major Chicago area industrial real estate company,prides itself on being a friendly, informal place to work. When it needed to ex-pand nationally, a key concern was how to maintain its tight-knit culture.

The solution was to add collaboration and unified communications tech-nologies to CenterPoint’s custom application platform, called CUB and origi-nally built to integrate purchased and custom apps into single portal.

Using Microsoft SharePoint and Office Communication Server and Cisco’sVOIP/Unified Communications,CenterPoint has a collaborative Web site for each ofits real estate deals.CUB pulls in structured and unstructured data,and integratedpresence lets team members e-mail, IM,call,or videoconference with one click.

Employees say productivity is up 25%.An unanticipated benefit is that businesspartners have more confidence in CenterPoint’s ability to execute complex deals.

CenterPoint Properties Goes National, Stays Close

JM Family’s 173 independentauto dealers are using various so-cial media capabilities to survivethis recession. One dealer parked aToyota Camry outside a popularrestaurant with a number that peo-ple could text for information. An-other texts customers service re-minders and surveys. Dealers arerunning sweepstakes and give-aways via texting. JM Family’s deal-ers also are using Twitter to postdeals, GPS for real-time deliverytruck tracking, and offering a mo-bile customer service Web site.

Getting more out of IT efforts maytake rethinking how projects are picked.That’s what Baylor Health Care System,which runs 21 hospitals in North Texas,did. Instead of going solely on conven-tional ROI, Baylor crafted a framework,the Value Model Realization, that in-cludes traditional costs and benefits,butalso risk management and flexibility.

People are now focused on the im-pacts and results of a project. Builders

and users must think carefully beforecommitting to implementation andpost-implementation activities.Buy-inhas changed significantly, too.The keyquestion posed as projects are re-

viewed is “How, when, what, and whowill change as a result of the project?”The dialogue that accompanies theanswer encourages collaboration,communication, and coordination.

Baylor Health’s FreshLook At ROI

When CUNA Mutual Group’s callcenter contacted potential cus-tomers who had expressed interestin the company’s insurance products,people who decided to buy still hadto sign and mail back completedforms,and 80% never bothered.

To turn this around, the IT teamdeveloped technology that cap-tures a voice signature using a de-vice installed between the phoneand the representa-tive’s computer.Therep records a cus-tomer confirminginformation andagreeing to thepurchase, and thatvoice signature isembedded in theapplication and saved.

Voice-signature technology hasmade CUNA’s sales process fasterand easier. During the first month,voice signature delivered a 74%improvement in the company’ssales, and the new process gener-ated about $1.8 million in addi-tional revenue by increasing thepercentage of sales completed,while also reducing mailings.

Voice Closes Deals For CUNA Mutual

Auto Dealers TextingAnd Twittering

Sept. 14, 2009 50

Colgate-Palmolive’s EnterpriseService Center is reducing itsglobal data center’s carbon foot-print, starting by consolidating 56data centers into one that con-nects more than 107 countrieswith more than 300 locations.

It has virtualized whatever itcould, with its virtual Windows en-vironment alone reducing thenumber of physical servers bymore than 80%. Colgate imple-mented adaptive computing, im-proving asset utilization by auto-matically reallocating computingpower from one region or server

to another as needed.The company has taken to cloud

computing, implementing infra-structure,platform,storage and ap-plication stack components. It’salso undertaken thermal air-flowstudies to improve cooling capa-bilities and is in the process of au-tomating year-round monitoringthat lets it identify hot and coldspots at any point and time.

With 99.6% of Colgate’s busi-ness now running on these sys-tems, the results include cuttingservers by more than 90% whileincreasing processing powerabout 400%. Storage capacity isup 46%, and electrical usage hasbeen steadily dropping.

Greening Of Colgate’sData Center

Grange Insurance is working with Microsoft to use F#, a new softwareprogramming language, to handle complex mathematical formulas veryefficiently. F# also is able to take advantage of high-performing comput-ing and maximize multiprocessor servers.

Performance is what really sets F# apart. Using C#, Grange can rate50,000 policies in seven hours.With F#, that takes 5 to 7 minutes. Grangeexpects F# will vastly improve its speed to market with new prices. Withhundreds of rate changes annually, Grange’s pricing team must process aproposed change 10 to 15 times, with each taking 4 to 8 hours. With F#,processing a change takes 5 to 10 minutes, so instead of a proposed ratechange taking up to 15 days to finalize, it can be finished in a few hours.

F# also will let let the company provide more product options and letagents tailor policies to customers needs.

Grange Speeds Up With F#

BayCare Health System, whichhas nine hospitals in the TampaBay area, has implemented palmvein scanning,a biometric identityapproach used to instantly identifypatients anywhere in the system.

Patients were unhappy repeat-ing the same information at eachvisit and were concerned aboutidentity theft. BayCare found reti-nal scanning and fingerprintingto be too invasive, less accurate,and carried a stigma. With palmvein scanning, all a patient has todo is put a hand on the cradle tobring records up on a screen.

BayCare used Fujitsu’s PalmSe-cure, upgrading its Siemens Invi-sion hospital information systemand writing code to integrate thepalm scanning process with itsexisting registration pathways.The first two pilots went live intwo months, with full implemen-tation in three.

The ID system can be used any-where in BayCare’s system andsaves staff at least seven key-strokes by eliminating the need totype in five pieces of demo-graphic data. It’s improving pa-tient satisfaction and safety byeliminating mistaken identity.

BayCare Health UsesPalm Vein ID

Continues on p. 52

InformationWeek


20 Great Ideas To Stea l

Entergy’s My Account Online capability offers customers morethan 20 automated or self-service features, from account manage-ment to real-time outage information. More than 590,000 accountshave been registered. One feature,View Outage, uses Microsoft’s Bingmapping technology to let people check outages by neighborhoodsand streets, showing which are without service and estimating therestoration time.When hurricanes Gustav and Ike hit the U.S.Gulf Coastlast September, CNN used Entergy’s View Outage to track progress ofpower restoration in affected areas. Customers visited the page over300,000 times during and after those storms. Entergy is now testingpower-outage reporting and information access using cell phone texting.

Entergy Customers Less In The Dark

PNC Targets Gen Y PNC’s Virtual Wallet is designedto appeal to younger customers.Using rich interactive architecturetechnology,the bank created cus-tomized ways to view accounts.A

slider bar shows customers howmuch of their money is obligatedto pay bills, is available for themto spend, and is set aside in re-serve, and it lets them movemoney among accounts.A calen-dar provides an overview of billsand paydays, with “Danger Day”alerts when it appears that up-coming bill payments are likely tooverdraft an account.

Virtual Wallet also offers mo-bile banking using text mes-sages and downloadable apps.

T-Mobile took a hard look at in-store technical support and foundfrustrated customers dealing withretail representatives with limitedtechnical training. So, the companyhas implemented Tech Chat sta-tions where customers get a two-

way audio and video link to highlytrained technical support staff whocan get a 3-D view of the cus-tomer’s device.

Available in 29 stores to date, theservice has had a significant im-pact: Tech Chat handles nearly alltech support from those stores andhas cut returns by 11%. T-Mobilegets fewer callbacks from dissatis-fied customers in those locations,and 99% of customers who usedTech Chat said they were extremelyor very satisfied with it.

T-Mobile’s taking other steps tokeep customers happy. It reducedthe more than half an hour it tookfor a retail employee to activate anew phone to five minutes by cut-ting out redundant data entry—105 clicks—and combining dis-parate systems that connected tothe point-of-sale terminals. T-Mo-bile rolled the system out to 5,000locations in six months at $500 perplatform. The project has saved$1.65 million and freed up 16,000minutes to spend with customers.

T-Mobile’s 3-D Customer Service

Many Coca-Cola Enterprises employees are on the road engaging withcustomers every day, so the company developed an enterprise strategyfor mobilizing business apps, instead of doing them as one-off projects.The strategy’s first tenet is device independence,developing an app oncethat’ll run on different devices, such as Windows Mobile and BlackBerry.Second,the goal is to be real time,using connectivity to monitor and reactto events in the field. Lastly, the strategy is source system independent,leveraging SOA to tap multiple systems for a transaction and letting Coca-Cola Enterprises turn legacy systems into mobilized platforms.

Mobile Strategy Done Right

InformationWeek


RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY

250 INNOVATORS

Financial data is from public sources and company supplied. Revenue is for latest fiscal year. Dashes indicate companies requesting financial data not be disclosed or where highest-ranking IT executive not known.

CME Group Inc.www.cmegroup.com Chicago, Ill.Cincinnati Children’s Hospital Medical Centerwww.cincinnatichildrens.org Cincinnati, OhioThe Progressive Group of Insurance Cos.www.progressive.com Mayfield Village, OhioWells Fargo & Co.www.wellsfargo.com San Francisco, Calif.Salesforce.com Inc.www.salesforce.com San Francisco, Calif.J.C. Penney Company Inc.www.jcp.com Plano, TexasHarleysville Group Inc.www.harleysvillegroup.com Harleysville, Pa.The Coca-Cola Co.www.thecoca-colacompany.com Atlanta, Ga.University of Pittsburgh Medical Center (UPMC)www.upmc.com Pittsburgh, Pa.FedEx Corp.www.fedex.com Memphis,Tenn.Travelport Ltd.www.travelport.com Parsippany, N.J.Hewlett-Packard Co.www.hp.com Palo Alto, Calif.Aerojet-General Corp.www.aerojet.com Rancho Cordova, Calif.XO Communicationswww.xo.com Herndon,Va.The Hartford Financial Services Group Inc.www.thehartford.com Hartford, Conn.CenterPoint Properties www.centerpoint-prop.com Oak Brook, Ill.Roche Diagnostics Corp.www.roche-diagnostics.us Indianapolis, Ind.Beth Israel Deaconess Medical Center www.bidmc.org Boston, Mass.AG Interactive www.aginteractive.com Cleveland, OhioThe Allstate Corp.www.allstate.com Northbrook, Ill.Sentara Healthcare www.sentara.com Norfolk,Va.Christus Health www.christushealth.org Irving,TexasUniversity of Arkansas for Medical Scienceswww.uams.edu Little Rock, Ark.Atmos Energy Corp.www.atmosenergy.com Dallas,TexasSempra Energy www.sempra.com San Diego, Calif.

Kevin KometerManaging Director & CIOMarianne F. JamesSr.VP & CIORaymond Voelker CIOAvid Modjtabai Exec.VP,Technology and OperationsKirsten Wolberg CIOThomas Nealon Exec.VP & CIOAkhil Tripathi Sr.VP & CIOJean-Michel Arès Sr.VP & CIODaniel S. Drawbaugh Sr.VP & CIORobert B. Carter Exec.VP of FedEx Information Services & CIO of FedEx Corp.David Lauderdale CTORandy Mott Exec.VP & CIOCraig Halterman VP & CIORobert Geller CIOBrian O’Connell Sr.VP & CIOScott Zimmerman CIOKurt Seiler VP, North America InformaticsJohn D. Halamka, MD CIOJames Chou Sr.VP & CTOCatherine S. Brune Sr.VP & CIOBertram S. Reese Sr.VP & CIOGeorge Conklin Sr.VP & CIOKari Cassel CIORich Gius VP & CIOChris Baker Sr.VP & CIO, Shared Services

Banking & Financial Services

Healthcare & Medical

Insurance


Information Technology

Retail: General Merchandising

Insurance

Consumer Goods


Logistics & Transportation

Hospitality & Travel


Manufacturing

Telecommunications

Insurance

Consulting & Business Services

Biotechnology & Pharmaceuticals


Media & Entertainment

Insurance




Energy & Utilities

Energy & Utilities

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

$2,561

$1,300

$12,840

$42,230

$1,077

$18,486

$985

$31,944

$7,068

$35,497

$2,527

$118,364

$726

$1,477

$9,219

—

$8,692

$1,200

—

$29,394

$2,776

$3,200

$1,200

$7,221

$10,758

I N F O R M A T I O N W E E K ’ S 2 1 S T A N N U A L R A N K I N G O F T H E L E A D I N G U S E R S O F B U S I N E S S T E C H N O L O G Y

Sept. 14, 2009 55

TOPINNOVATORS


NetApp www.netapp.com Sunnyvale, Calif.ProQuest LLC www.proquest.com Ann Arbor, Mich.State Street Corp.www.statestreet.com Boston, Mass.Maxim Integrated Products www.maxim-ic.com Sunnyvale, Calif.UMass Memorial Health Care www.umassmemorial.org Worcester, Mass.R.R. Donnelley & Sons Co.www.rrdonnelley.com Chicago, Ill.Google Inc.www.google.com Mountain View, Calif.Principal Financial Group Inc.www.principal.com Des Moines, IowaADC Telecommunications Inc.www.adc.com Eden Prairie, Minn.Healthways Inc.www.healthways.com Franklin,Tenn.Alliance One International Inc.www.aointl.com Morrisville, N.C.Global Crossing Ltd.www.globalcrossing.com Florham Park, N.J.Quest Diagnostics Inc.www.questdiagnostics.com Madison, N.J.Preferred Care Partners Inc.www.mypreferredcare.com Miami, Fla.International Business Machines Corp.www.ibm.com Armonk, N.Y.Capital One Financial Corp.www.capitalone.com McLean,Va.Lowe’s Companies Inc.www.lowes.com Mooresville, N.C.CA Inc.www.ca.com Islandia, N.Y.Accenture www.accenture.com New York, N.Y.Erickson Retirement Communities www.erickson.com Baltimore, Md.UPS Inc.www.ups.com Atlanta, Ga.Transplacewww.transplace.com Frisco,TexasFirst Horizon National Corp.www.firsthorizon.com Memphis,Tenn.T-Mobile U.S.A. Inc.www.t-mobile.com Bellevue,Wash.Quintiles Transnational Corp.www.quintiles.com Durham, N.C.

T H E L E A D I N G U S E R S O F B U S I N E S S T E C H N O L O G Y

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30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

$3,406

$469

$10,693

$1,646

—

$11,582

$21,796

$10,725

$1,456

$736

$2,012

$2,592

$7,249

$324

$103,630

$13,893

$48,230

$4,271

$23,387

—

$51,486

$975

$2,386

$21,885

—

Marina Levinson Sr.VP & CIOBipin Patel CIOChristopher Perretta Exec.VP & CIOWalter Curd VP & CIOGeorge Brenckle Sr.VP & CIOKenneth E. O’Brien Exec.VP & CIOBen FriedCIOGary Scholten Sr.VP & CIOChris Jurasek Pres., ADC Professional Services,VP & CIOC. Scott Blanchette Sr.VP & CIOWilliam D. Pappas Sr.VP & CIOMichael Fuqua Sr.VP, Global Information SystemsDavid EvansVP of ITDoug Cormany Sr.VP & CIOPatrick Toole CIORob Alexander CIOSteven M. Stone Sr.VP & CIOStephen C. Savage Corp. Sr.VP & CIOFrank B. Modruson CIOScott Erickson CIODavid Barnes Sr.VP & CIOVincent Biddlecombe CTOBruce Livesay Exec.VP & CIORobert Strickland Sr.VP & CIOBill Deam Exec.VP & CIO, Global IT & Business Transformation




Electronics





Telecommunications


Manufacturing

Telecommunications


Insurance



Retail: Specialty Merchandising







Telecommunications



Lockheed Martin Corp.www.lockheedmartin.com Bethesda, Md.Avnet Inc.www.avnet.com Phoenix, Ariz.Hub Group Inc.www.hubgroup.com Downers Grove, Ill.Ness Technologies Inc.www.ness.com Hackensack, N.J.Iron Mountain Inc.www.ironmountain.com Boston, Mass.Ullico Inc.www.ullico.com Washington, D.C.Colgate-Palmolive Co.www.colgate.com New York, N.Y.Eli Lilly & Co.www.lilly.com Indianapolis, Ind.AXA Equitable Life Insurance Co.www.axa-equitable.com New York, N.Y.Sybase Inc.www.sybase.com Dublin, Calif.Oracle Corp.www.oracle.com Redwood Shores, Calif.YRC Worldwide Inc.www.yrcw.com Overland Park, Kan.Acxiom Corp.www.acxiom.com Little Rock, Ark.Cigna Corp.www.cigna.com Philadelphia, Pa.Chevron Corp.www.chevron.com San Ramon, Calif.Tata Consultancy Services Ltd.www.tcs.com New York, N.Y.Wet Seal Inc.www.wetsealinc.com Foothill Ranch, Calif.Paccar Inc.www.paccar.com Bellevue,Wash.ABM Industries Inc.www.abm.com New York, N.Y.A.C. Moore Arts & Crafts Inc.www.acmoore.com Berlin, N.J.HD Supply Inc.www.hdsupply.com Atlanta, Ga.Montefiore Medical Center www.montefiore.org Bronx, N.Y.PNC Financial Services Group Inc.www.pnc.com Pittsburgh, Pa.Aspect Software Inc.www.aspect.com Chelmsford, Mass.Old Dominion Freight Line Inc.www.odfl.com Thomasville, N.C.Coca-Cola Enterprises Inc.www.cokecce.com Atlanta, Ga.Wheels Inc.www.wheels.com Des Plaines, Ill.General Motors Corp.www.gm.com Detroit, Mich.IntercontinentalExchange Inc.www.theice.com Atlanta, Ga.Advocate Health Care www.advocatehealth.com Oak Brook, Ill.Littelfuse Inc.www.littelfuse.com Chicago, Ill.Amgen Inc.www.amgen.com Thousand Oaks, Calif.Grange Mutual Casualty Co.www.grangeinsurance.com Columbus, OhioWebMD Health Corp.www.webmd.com New York, N.Y.Marriott International Inc.www.marriott.com Bethesda, Md.AutoTrader.com Inc.www.autotrader.com Atlanta, Ga.Antares Management Solutions www.antaressolutions.com Strongsville, OhioTeradata Corp.www.teradata.com Miamisburg, OhioNorthern Trust Corp.www.northerntrust.com Chicago, Ill.Western Corporate Federal Credit Union (WesCorp)www.wescorp.org San Dimas, Calif.Whitney Holding Corp.www.whitneybank.com New Orleans, La.Fiserv Inc.www.fiserv.com Brookfield,Wis.Aricent Inc.www.aricent.com Palo Alto, Calif.Merck & Co. Inc.www.merck.com Whitehouse Station, N.J.Eaton Corp.www.eaton.com Cleveland, OhioXL Capital Ltd.www.xlcapital.com Stamford, Conn.Arrow Electronics Inc.www.arrow.com Melville, N.Y.BayCare Health System www.baycare.org Clearwater, Fla.Crawford & Co.www.crawfordandcompany.com Atlanta, Ga.AT&T Inc.www.att.com Dallas,Texas

Sondra Barbour VP of Enterprise Business Services & CIOSteve Phillips Sr.VP & CIODennis Polsen Exec.VP of ITThamiz “Tamil” Pala CTO, Ness Global IndustriesBill Brown Sr.VP & CIOJames Tierney VP & CIOEd Toben Sr.VP, Global IT & Business ServicesMike Heim Sr.VP of IT & CIOKevin E. Murray Exec.VP & CIOJim Swartz VP & CIOJuergen Rottler Exec.VP, Global Oracle Customer ServicesMichael Naatz Exec.VP & Chief Information and Service OfficerDavid Guzmán CIOMichael D.Woeller Exec.VP & CIOLouie Ehrlich CIOSurya Kant President of TCS North AmericaJon Kubo CIOKyle Quinn CIODoug Gilbert VP & CIODennis Hodgson Sr.VP & CIOMichele Markham Sr.VP & CIOSteven Safyer President & CEOAnuj Dhanda Exec.VP & CIOJamie Ryan Sr.VP of IT & CIOKen Erdner VP of ITEsat Sezer Sr.VP & CIOSteven Loos VP of IT & CIORalph SzygendaGroup VP & CIOEdwin MarcialSr.VP & CTOBruce D. Smith Sr.VP & CIOEd Earl CIOThomas J. Flanagan Sr.VP & CIOMichael C. Fergang VP & CIOWilliam Pence Exec.VP & CTOCarl Wilson Exec.VP & CIOPaul Millard VP of IT OperationsKen Sidon Pres. Operations & CIODiana Bolden CIOPeter Magrini and Jim Scholefield Sr.VPsChristopher R. Barber Sr.VP & CIOFrancisco De Armas Exec.VP of Operations & Tech. Div. & CIOMaryann Goebel Exec.VP & CIOMike Webb CIOJ. Chris Scalet Exec.VP Global Services & CIOWilliam W. Blausey Jr.Sr.VP & CIOUrsaline Foley Sr.VP & CIO XL ReinsuranceVin Melvin VP & CIOLindsey P. Jarrell Sr.VP & CIOBrian S. Flynn Sr.VP & Global CIOThaddeus Arroyo CIO

Manufacturing

Distribution




Insurance

Consumer Goods


Insurance





Insurance

Energy & Utilities


Retail: General Merchandising

Automotive



Distribution





Consumer Goods


Automotive



Electronics


Insurance










Telecommunications


Manufacturing

Insurance

Distribution


Insurance

Telecommunications

51

52

53

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55

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81

82

83

84

85

86

87

88

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90

91

92

93

94

95

96

97

98

99

100

$42,700

$16,230

$1,860

$665

$3,055

—

$15,330

$20,378

$18,581

$1,132

$23,252

$8,940

$1,277

$19,101

$273,005

$6,016

$593

$14,973

$3,624

$535

$9,800

—

$7,190

—

$1,538

$21,807

$2,000

$148,979

$813

$3,625

$531

$15,003

$1,300

$383

$12,879

—

—

$1,762

$4,328

—

$563

$4,739

$465

$23,850

$15,376

$7,148

$16,761

$2,100

$1,136

$124,028


Con-way Inc.www.con-way.com San Mateo, Calif.Level 3 Communications Inc.www.level3.com Broomfield, Colo.J.B. Hunt Transport Services Inc.www.jbhunt.com Lowell, Ark.Carolinas HealthCare System www.carolinashealthcare.org Charlotte, N.C.Southern Co.www.southerncompany.com Atlanta, Ga.Atlantic Health www.atlantichealth.org Florham Park, N.J.Fidelity Investments LLCwww.fidelity.com Boston, Mass.JPMorgan Chase & Co.www.jpmorganchase.com New York, N.Y.H.B. Fuller Co.www.hbfuller.com St Paul, Minn.Career Education Corp.www.careered.com Hoffman Estates, Ill.Electronic Arts Inc.www.ea.com Redwood City, Calif.Norton Healthcare Inc.www.nortonhealthcare.com Lousiville, Ky.Highmark Inc.www.highmark.com Pittsburgh, Pa.E.&J. Gallo Winery www.gallo.com Modesto, Calif.The Standard Register Co.www.standardregister.com Dayton, OhioFair Isaac Corp.www.fico.com Minneapolis, Minn.InterContinental Hotels Group www.ihg.com Atlanta, Ga.Xerox Corp.www.xerox.com Norwalk, Conn.Verizon Communications Inc.www.verizon.com New York, N.Y.Acuity, A Mutual Insurance Co.www.acuity.com Sheboygan,Wis.Ocwen Financial Corp.www.ocwen.com West Palm Beach, Fla.Deere & Co.www.deere.com Moline, Ill.Constellation Energy Group Inc.www.constellation.com Baltimore, Md.The Chubb Corp.www.chubb.com Warren, N.J.Aviva Plc www.aviva.com Chicago, Ill.Pacific Gas & Electric Co.www.pge.com San Francisco, Calif.Monsanto Co.www.monsanto.com St. Louis, Mo.Fidelity National Information Services Inc.www.fidelityinfoservices.com Jacksonville, Fla.PricewaterhouseCoopers LLP www.pwc.com New York, N.Y.Harrah’s Entertainment Inc.www.harrahs.com Las Vegas, Nev.The TriZetto Group Inc.www.trizetto.com Newport Beach, Calif.Toyota Motor Sales U.S.A. Inc.www.toyota.com Torrance, Calif.Hitachi Global Storage Technologies www.hitachigst.com San Jose, Calif.CUNA Mutual Groupwww.cunamutual.com Madison,Wis.Emory Healthcare www.emoryhealthcare.org Atlanta, Ga.Clarian Health Partners Inc.www.clarian.org Indianapolis, Ind.Parsons Corp.www.parsons.com Pasadena, Calif.Premiere Global Services Inc.www.premiereglobal.com Atlanta, Ga.R. L. Polk & Co.www.polk.com Southfield, Mich.Xcel Energy Inc.www.xcelenergy.com Minneapolis, Minn.Flextronics International Ltd.www.flextronics.com San Jose, Calif.Equifax Inc.www.equifax.com Atlanta, Ga.ABF Freight System Inc.www.abf.com Fort Smith, Ark.Baldor Electric Co.www.baldor.com Fort Smith, Ark.Shaw Industries Group Inc.www.shawfloors.com Dalton, Ga.Lamar Advertising Co.www.lamar.com Baton Rouge, La.Goodwin Procter LLPwww.goodwinprocter.com Boston, Mass.Pacific Coast Producers www.pcoastp.com Lodi, Calif.Banner Health www.bannerhealth.com Phoenix, Ariz.Hilton Hotels Corp.www.hilton.com McLean,Va.

101

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103

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118

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130

131

132

133

134

135

136

137

138

139

140

141

142

143

144

145

146

147

148

149

150

$5,037

$4,301

$3,732

$4,171

$17,130

$1,009

—

$67,252

$1,392

$1,705

$4,212

$1,244

$13,000

—

$791

$745

$1,854

$17,608

$97,354

$746

$492

$28,438

$19,818

$13,221

$70,468

$14,600

$11,365

$3,446

$28,185

$10,127

—

$61,613

$5,600

$2,893

—

—

—

$624

—

$11,203

$30,949

$1,936

$1,833

$1,955

$5,052

$1,198

$690

$472

$3,971

—

Jacquelyn Barretta VP & CIOMichael Dunn Sr.VP of ITKay J. Palmer Exec.VP & CIOCraig Richardville CIOBecky Blalock Sr.VP & CIOLinda Reed VP of IS & CIODaniel Petrozzo CIOGuy Chiarello CIOSteven John CIOManoj Kulkarni Sr.VP & CIODennis SelfCIOJoseph DeVenuto VP of IS & CIOTom Tabor Sr.VP & CIOKent Kushar VP & CIOJoanne CumminsCIODeborah Kerr Chief Products & Tech.Officer;Exec.VP,Prod.& Tech Org.Tom Conophy CIOJohn McDermott Corp.VP & CIOShaygan Kheradpir Exec.VP & CIONeal Ruffalo VP & CIOShekar SivasubramanianCIOJames Jabanoski VP of ITBeth Perlman Sr.VP, CAO, & CIOJames P. Knight Exec.VP & Global CIOToby Redshaw Global CIOPat Lawicki Sr.VP & CIOShirley Cunningham CIORam Chary Sr.VP of TechnologyStuart Fulton U.S. CIOKatrina Lane Sr.VP & CTORichard Kerian Sr.VP of Development & SupportBarbra Cooper Group VP & CIOCraig Haught Chief Information & Environmental Strategy OfficerRick Roy Sr.VP & CIODee Cantrell CIORichard Johnson Sr.VP & CIOScott Carl CIODavid Guthrie CTOKevin Vasconi CIO & Sr.VP, Managing Director, Global Price & SpecificationMichael Lamb Managing Director, Business SystemsDavid Smoley Sr.VP & CIORajib Roy President,Technology & Analytical ServicesDave Cogswell President, Data-TronicsMark Shackelford VP of ISRoddy McKaig VP & CIOEd Nettles VP & Director of ITPeter Lane CIOPeter C.Wtulich VP of IS & CIOMike Warden Sr.VP of IT & CIORobert Webb CIO


Telecommunications



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GXS Inc.www.gxs.com Gaithersburg, Md.Ford Motor Co.www.ford.com Dearborn, Mich.CDW Corp.www.cdw.com Vernon Hills, Ill.WMS Industries Inc.www.wms.com Waukegan, Ill.Pinnacle West Capital Corp.www.pinnaclewest.com Phoenix, Ariz.Aramark Corp.www.aramark.com Philadelphia, Pa.Salvation Army U.S.A.Western Territorywww.salvationarmy.usawest.org Long Beach, Calif.Vanguard Group Inc.www.vanguard.com Malvern, Pa.Inova Health System www.inova.org Falls Church,Va.Gilbane Inc.www.gilbaneco.com Providence, R.I.Bartlett & Co.www.bartlett1898.com Cincinnati, OhioMarcus & Millichap Real Estate Investment Serviceswww.marcusmillichap.com Encino, Calif.Schneider National Inc.www.schneider.com Green Bay,Wis.Children’s Hospital & Medical Center www.childrensomaha.org Omaha, Neb.PPG Industries www.ppg.com Pittsburgh, Pa.Chiquita Brands International Inc.www.chiquitabrands.com Cincinnati, OhioJM Family Enterprises Inc.www.jmfamily.com Deerfield Beach, Fla.VMware Inc.www.vmware.com Palo Alto, Calif.Wind River Systems Inc.www.windriver.com Alameda, Calif.Dell Inc.www.dell.com Round Rock,TexasApex Systems Inc.www.apexsystemsinc.com Glen Allen,Va.Ernst & Young LLPwww.ey.com Secaucus, N.J.WinWholesale Inc.www.winwholesale.com Dayton, OhioIntuit Inc.www.intuit.com Mountain View, Calif.Harris Stratex Networks Inc.www.harrisstratex.com Morrisville, N.C.Ciena Corp.www.ciena.com Linthicum, Md.TXU Energy Retail Co. LLC www.txu.com Dallas,TexasFifth Third Bancorp.www.53.com Cincinnati, OhioMartin Marietta Materials Inc.www.martinmarietta.com Raleigh, N.C.Tower Automotive LLC www.towerautomotive.com Livonia, Mich.A.T. Kearney Inc.www.atkearney.com Chicago, Ill.The Harry Fox Agency Inc.www.harryfox.com New York, N.Y.Ryder System Inc.www.ryder.com Miami, Fla.West Bend Mutual Insurance Co.www.thesilverlining.com West Bend,Wis.Orlando Health www.orlandohealth.com Orlando, Fla.Ketchum Inc.www.ketchum.com New York, N.Y.Mohawk Industries Inc.www.mohawkind.com Calhoun, Ga.Mansfield Oil Co.www.mansfieldoil.com Gainsville, Ga.Sharp HealthCare www.sharp.com San Diego, Calif.Jarden Consumer Solutions www.jardencs.com Boca Raton, Fla.New York Times Co.www.nytco.com New York, N.Y.Atlas World Group Inc.www.atlasworldgroup.com Evansville, Ind.Drugstore.com Inc.www.drugstore.com Bellevue,Wash.Conexant Systems Inc.www.conexant.com Newport Beach, Calif.K&L Gates LLP www.klgates.com Pittsburgh, Pa.Sprint Nextel Corp.www.sprint.com Overland Park, Kan.ACS (Affiliated Computer Services Inc.)www.acs-inc.com Dallas,TexasPresidio Inc.www.presidio.com Greenbelt, Md.SunGard Availability Services LP www.availability.sungard.com Wayne, Pa.Follett Corp.www.follett.com River Grove, Ill.

Gary Greenwald Sr.VP of Technology Services & CIONicholas J. Smither Group VP & CIOJon Stevens Sr.VP & CIOMike Zanillo CIODenny Brown VP & CIODavid Kaufman CIO, Global Food & Facility ServicesClarence White CIO & IT SecretaryPaul Heller Managing Director & CIOGeoff BrownSr.VP & CIOJonathan Rider VP & CIOMatt Whalen IT ManagerRick Peltz Sr.VP & CIOJudith Lemke Exec.VP & CIOAllana Cummings VP & CIOWerner Baer VP of ITManjit Singh VP & CIOKen Yerves Exec.VP, CAO, & CIOStephen Herrod CTO & Sr.VP of R&DScott Fenton VP & CIORobin Johnson CIORobert W.WaddellSr.VP & CIOAndrew L.Walsh CIOSteve Hangen CIOGinny Lee CIORichard Plane VP of IT Services & CIOJames Donley VP & CIO, ITKevin Chase CIOJoseph Robinson Exec.VP & CIOChuck Musciano VP & CIOOrrie Jones VP & CIOJohn Laughhunn CTOLouis Trebino Sr.VP & CIOKevin Bott Sr.VP & CIOJeff A. Frazee Sr.VP & CIORick SchoolerVP & CIOAndy Roach Partner, Assoc. Dir., Global Technology Practice & CIODon Riley CIO & Sr.VP of LogisticsDoug Haugh Exec.VP & CIOWilliam Spooner Sr.VP & CIOEdward Janowsky VP of IT & CIOJoseph Seibert Sr.VP & CIOMike Neeley VP & CIOLuke Friang VP & CIOSailesh Chittipeddi Co-PresidentSteven W. Agnoli CIOSteven Elfman President, Network Operations & WholesaleTasos TsolakisCIODave Hart CTODonald H. Hopkins CIO & VP of ProcurementJoseph Hula Exec.VP of IT & CIO


Automotive



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192

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194

195

196

197

198

199

200

—

$146,277

$8,071

$706

$3,367

$13,500

$993

$2,018

—

$3,500

—

—

$3,700

—

$15,849

$3,609

$10,100

$1,881

$360

$61,101

$402

—

$2,106

$3,183

$680

$902

—

$6,482

$1,863

—

$910

—

$6,204

$700

$1,516

—

$6,826

—

—

$1,813

$2,949

$908

$367

$503

$959

$35,635

$6,520

$948

$1,567

$2,662


Austin Energy www.austinenergy.com Austin,TexasApptis Inc.www.apptis.com Chantilly,Va.InnerWorkings Inc.www.inwk.com Chicago, Ill.Surgical Care Affiliates www.scasurgery.com Birmingham, Ala.Hovnanian Enterprises Inc.www.khov.com Red Bank, N.J.The Clorox Co.www.thecloroxcompany.com Oakland, Calif.Waste Management Inc.www.wm.com Houston,TexasSouthwest Airlines Co.www.southwest.com Dallas,TexasSacramento Municipal Utility District www.smud.org Sacramento, Calif.Pacific Northwest National Laboratory www.pnl.gov Richland,Wash.Texas Health Resources Inc.www.texashealth.org Arlington,TexasBaylor Health Care System www.baylorhealth.com Dallas,TexasAflac Inc.www.aflac.com Columbus, Ga.CRST International Inc.www.crst.com Cedar Rapids, IowaMotorola Inc.www.motorola.com/us Schaumburg, Ill.Cadence Design Systems Inc.www.cadence.com San Jose, Calif.Bank of New York Mellon Corp.www.bnymellon.com New York, N.Y.Raytheon Co.www.raytheon.com Waltham, Mass.Emerson www.emerson.com St. Louis, Mo.Digital River Inc.www.digitalriver.com Eden Prairie, Minn.Juniper Networks Inc.www.juniper.net Sunnyvale, Calif.Exelon Corp.www.exeloncorp.com Chicago, Ill.CVR Energy Inc.www.cvrenergy.com Sugar Land,TexasHeartland Payment Systems Inc.www.heartlandpaymentsystems.com Princeton, N.J.Southwire Co.www.southwire.com Carrollton, Ga.Caritas Christi Health Care www.caritaschristi.org Boston, Mass.DST Outputwww.dstoutput.com El Dorado Hills, Calif.AmerisourceBergen Corp.www.amerisourcebergen.com Chesterbrook, Pa.Knight Transportation Inc.www.knighttrans.com Phoenix, Ariz.Hogan & Hartson LLP www.hhlaw.com Washington, D.C.Express Scripts Inc.www.express-scripts.com St. Louis, Mo.1-800 Contacts Inc.www.1800contacts.com Draper, UtahWebcor Builders Inc.www.webcor.com San Mateo, Calif.Wipro Technologies www.wipro.com Mountain View, Calif.Assurant Health www.assuranthealth.com Milwaukee,Wis.Vangent Inc.www.vangent.com Arlington,Va.Pitt Ohio Express LLC www.pittohio.com Pittsburgh, Pa.Seagate Technology LLCwww.seagate.com Scotts Valley, Calif.ModusLink Global Solutions Inc.www.moduslink.com Waltham, Mass.Franciscan Missionaries of Our Lady Health Systemwww.fmolhs.org Baton Rouge, La.Parametric Technology Corp.www.ptc.com Needham, Mass.HCA Inc.www.hcahealthcare.com Nashville,Tenn.Polycom Inc.www.polycom.com Pleasanton, Calif.National Oilwell Varco Inc.www.nov.com Houston,TexasMedline Industries Inc.www.medline.com Mundelein, Ill.Landstar System Inc.www.landstar.com Jacksonville, Fla.Product Partners LLC www.beachbody.com Santa Monica, Calif.Owens Corning www.owenscorning.com Toledo, OhioCDI Corp.www.cdicorp.com Philadelphia, Pa.Sirva Inc.www.sirva.com Westmont, Ill.

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247

248

249

250

$1,300

—

$419

—

$3,308

$5,450

$13,388

$11,023

$1,487

$881

$2,400

$3,110

$16,554

—

$30,146

$1,039

$13,652

$23,174

$24,807

$394

$3,572

$18,859

$5,016

$1,545

$4,500

—

$528

$70,190

$767

$923

21,978

—

$1,200

$5,004

$2,048

$558

—

$9, 805

$1,068

—

$1,075

$28,374

$1,069

$13,431

—

$2,643

$300

$5,847

$1,119

$2,700

Andres Carvallo CIOPhil Horvitz CTOJan Sevcik CIOJoe Szmadzinski CIONicholas ColistoVP & CIORobin Evitts VP & CIOLynn M. Caddell Sr.VP & CIOJan Marshall VP of Technology & CIOLinda Johnson CIO & Dir. of Business Tech. and Change Mgmt.Jerry Johnson CIOEdward MarxCIODavid S. Muntz Sr.VP & CIOGerald Shields Sr.VP & CIOSteve Hannah VP & CIOLeslie Jones Sr.VP & CIODaniel Salisbury Corp. VP of ITKurt Woetzel Exec.VP, CIO & Head of Bank OperationsRebecca R. Rhoads VP & CIOStephen C. Hassell VP & CIOTed Hoy VP of ProductMichele Goins CIODaniel C. Hill Sr.VP & CIOMichael Brooks VP & CIOAlan Sims CTOPhil Tuggle Sr.VP of IT ServicesTodd Rothenhaus, MD Sr.VP & CIOFrank Delfer Exec.VP of Technology & CTOThomas H. Murphy Sr.VP & CIOCory Staheli VP of ISBill Gregory CIOPat McNamee Exec.VP of Operations & TechnologyJohn Murray VP & CIOGregg Davis Sr.VP & CIOLaxman K. Badiga CIOChristopher DowlerSr.VP & CIOJohn George Sr.VP & CIOScott Sullivan CIO & CFOMark A. Brewer Sr.VP & CIOMatthew Dattilo VP & CIOStephanie Mills CIOSteve Horan Corp. VP & CIONoel Brown Williams Sr.VP & CIOGlenn Noga CIOHoward Davis VP, CIO, & CAOMike Penny CIOLarry S.Thomas VP & CIOSteven Winshel CIODavid Johns Sr.VP & CIOVince Squillacioti Sr.VP & CIOErik Keller CIO

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InformationWeek


MASTERSOF TECHNOLOGY

COMPANY HIGHEST-RANKING IT EXECUTIVERegio

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The full alphabetized list of this year’s INFORMATIONWEEK 500with new insight into regional trends

ABF Freight System Inc. Dave Cogswellwww.abf.com Fort Smith, Ark. President, Data-TronicsABM Industries Inc. Doug Gilbertwww.abm.com New York, N.Y. VP & CIOAccenture Frank B.Modrusonwww.accenture.com New York, N.Y CIOA.C.Moore Arts & Crafts Inc. Dennis Hodgsonwww.acmoore.com Berlin, N.J. Sr.VP & CIO ACS (Affiliated Computer Services Inc.) Tasos Tsolakiswww.acs-inc.com Dallas,Texas CIO Acuity,A Mutual Insurance Co. Neal Ruffalowww.acuity.com Sheboygan,Wis. VP & CIOAcuity Brands Inc. Patrick M.Quinnwww.acuitybrands.com Atlanta, Ga. Sr.VP of IS & TechnologyAcxiom Corp. David Guzmánwww.acxiom.com Little Rock, Ark. CIOADC Telecommunications Inc. Chris Jurasekwww.adc.com Eden Prairie, Minn. Pres., ADC Professional Services,VP & CIOAdobe Systems Inc. Gerri Martin-Flickingerwww.adobe.com San Jose, Calif. Sr.VP & CIOAdvance Auto Parts Rick Corowww.advanceautoparts.com Roanoke,Va. Sr.VP of IT & CIOAdvanced Health Media LLC Greg Millerwww.ahmdirect.com Bridgewater, N.J. Exec.VP & CIOAdvocate Health Care Bruce D.Smithwww.advocatehealth.com Oak Brook, Ill. Sr.VP & CIOAerojet-General Corp. Craig Haltermanwww.aerojet.com Rancho Cordova, Calif. VP & CIOAetna Inc. Meg McCarthywww.aetna.com Hartford, Conn. CIO & Sr.VP Procurement & Real EstateAflac Inc. Gerald Shieldswww.aflac.com Columbus, Ga. Sr.VP & CIOAG Interactive James Chou www.aginteractive.com Cleveland, Ohio Sr.VP & CTOAlaska Airlines Inc. Robert M.Reederwww.alaskaair.com Seattle,Wash. Sr.VP & CIOAlcatel-Lucent —www.alcatel-lucent.com Murray Hill, N.J.Alcoa Inc. Kevin Hornerwww.alcoa.com New York, N.Y. CIOAlliance Data Diane Brokawwww.alliancedata.com Dallas,Texas Director, Corp. Application SupportAlliance One International Inc. William D.Pappaswww.aointl.com Morrisville, N.C. Sr.VP & CIOThe Allstate Corp. Catherine S.Brunewww.allstate.com Northbrook, Ill. Sr.VP & CIOAmedisys Inc. Alice Ann Schwartzwww.amedisys.com Baton Rouge, La. CIO & Sr.VP of Clinical OperationsAmeren Corp. Charles A.Bremerwww.ameren.com St. Louis, Mo. VP of Ameren Services Center & ITAmerisourceBergen Corp. Thomas H.Murphywww.amerisourcebergen.com Chesterbrook, Pa. Sr.VP & CIOAmetek Inc. William Lawsonwww.ametek.com Paoli, Pa. VP & CIOAmgen Inc. Thomas J.Flanaganwww.amgen.com Thousand Oaks, Calif. Sr.VP & CIOAmway Global Greg Langwww.amwayglobal.com Ada, Mich. Director of IT, Amway GlobalAnsell Limited Shawn W.Knoxwww.ansell.com Red Bank, N.J. Sr.VP & CIOAntares Management Solutions Ken Sidonwww.antaressolutions.com Strongsville, Ohio Pres. Operations & CIOAon Corp. Adam Stanleywww.aon.com Chicago, Ill. Global CTO

Apex Systems Inc. Robert W.Waddellwww.apexsystemsinc.com Glen Allen,Va. Sr.VP & CIOApplied Industrial Technologies Inc. Lonny Lawrencewww.applied.com Cleveland, Ohio VP of ITApplied Materials Inc. Ron Kiferwww.appliedmaterials.com Santa Clara, Calif. Group VP & CIOApptis Inc. Phil Horvitzwww.apptis.com Chantilly,Va. CTOAramark Corp. David Kaufmanwww.aramark.com Philadelphia, Pa. CIO, Global Food & Facility ServicesArch Chemicals Inc. Al Schmidtwww.archchemicals.com Norwalk, Conn. VP of IT & CIOArch Coal Inc. David Hartleywww.archcoal.com St. Louis, Mo. CIOArcher Daniels Midland Co. Gary Mruzwww.adm.com Decatur, Ill. CIOAricent Inc. Mike Webbwww.aricent.com Palo Alto, Calif. CIOArkansas Blue Cross & Blue Shield Joseph S.Smithwww.arkbluecross.com Little Rock, Ark. Sr.VP & CIOArrow Electronics Inc. Vin Melvinwww.arrow.com Melville, N.Y. VP & CIOAspect Software Inc. Jamie Ryanwww.aspect.com Chelmsford, Mass. Sr.VP of IT & CIOAssurant Health Christopher Dowlerwww.assuranthealth.com Milwaukee,Wis. Sr.VP & CIOAT&T Inc. Thaddeus Arroyowww.att.com Dallas,Texas CIOA.T.Kearney Inc. John Laughhunnwww.atkearney.com Chicago, Ill. CTOAtlantic Health Linda Reedwww.atlantichealth.org Florham Park, N.J. VP of IS & CIOAtlantic Marine Holding Co. Craig Honourwww.atlanticmarine.com Jacksonville, Fla. CIOAtlas World Group Inc. Mike Neeleywww.atlasworldgroup.com Evansville, Ind. VP & CIOAtmos Energy Corp. Rich Giuswww.atmosenergy.com Dallas,Texas VP & CIOAtos Origin Inc. Paul Stewartwww.atosorigin.com Houston,Texas Exec.VP & CEO, North AmericaAustin Energy Andres Carvallowww.austinenergy.com Austin,Texas CIOAutodesk Inc. Jeff Brzyckiwww.autodesk.com San Rafael, Calif. CIOAutomatic Data Processing Inc. Mike Caponewww.adp.com Roseland, N.J. Corp.VP & CIOAutoTrader.com Inc. Paul Millardwww.autotrader.com Atlanta, Ga. VP of IT OperationsAviva Plc Toby Redshawwww.aviva.com Chicago, Ill. Global CIOAvnet Inc. Steve Phillipswww.avnet.com Phoenix, Ariz. Sr.VP & CIOAXA Equitable Life Insurance Co. Kevin E.Murraywww.axa-equitable.com New York, N.Y. Exec.VP & CIOBabson Capital Management LLC Praveen Kumarwww.babsoncapital.com Springfield, Mass. CIOBaldor Electric Co. Mark Shackelfordwww.baldor.com Fort Smith, Ark. VP of ISBank of New York Mellon Corp. Kurt Woetzelwww.bnymellon.com New York, N.Y. Exec.VP, CIO & Head of Bank OperationsBanner Health Mike Wardenwww.bannerhealth.com Phoenix, Ariz. Sr.VP of IT & CIOBartlett & Co. Matt Whalenwww.bartlett1898.com Cincinnati, Ohio IT Manager

COMPANY HIGHEST-RANKING IT EXECUTIVE

Dashes indicate companies where highest-ranking IT executive not known.

Midwest WestSouthNortheastRegion Key

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COMPANY HIGHEST-RANKING IT EXECUTIVE COMPANY HIGHEST-RANKING IT EXECUTIVE

Barton Malow Co. Phil Gowww.bartonmalow.com Southfield, Mich. CIOBatesville Casket Co. Darryl M.Maslarwww.batesville.com Batesville, Ind. VP of Business ISBayCare Health System Lindsey P.Jarrellwww.baycare.org Clearwater, Fla. Sr.VP & CIOBaylor Health Care System David S.Muntzwww.baylorhealth.com Dallas,Texas Sr.VP & CIOBDO Seidman LLP Richard Rottmanwww.bdo.com Chicago, Ill. CTOBelo Corp. W.Craig Harperwww.belo.com Dallas,Texas VP of TechnologyBeth Israel Deaconess Medical Center John D.Halamka,MDwww.bidmc.org Boston, Mass. CIOThe Black & Decker Corp. Donald A.Leewww.bdk.com Towson, Md. VP of Corp. Information ServicesBlount International Inc. Barry J.Brunettowww.blount.com Portland, Ore. VP of ISBlue Cross Blue Shield of North Carolina Alan Hugheswww.bcbsnc.com Durham, N.C. Sr.VP of IS & CIOBMC Software Inc. Mark Settlewww.bmc.com Houston, Texas CIOBoscov’s Department Store LLC Harry E.Robertswww.boscovs.com Reading, Pa. Sr.VP & CIOBoston Medical Center Brad Blakewww.bmc.org Boston, Mass. Director of ITBowne & Co.Inc. Elaine S.Beitlerwww.bowne.com New York, N.Y. Sr.VP & CIOBrocade Communications Systems Inc. Tim Graumannwww.brocade.com San Jose, Calif. CIO & VP of ITCA Inc. Stephen C.Savagewww.ca.com Islandia, N.Y. Corp. Sr.VP & CIOCadence Design Systems Inc. Daniel Salisburywww.cadence.com San Jose, Calif. Corp.VP of ITCamber Corp. Wayne Blockelwww.camber.com Huntsville, Ala. CIO & VP of ITCapgemini Group Josh McArthurwww.capgemini.com New York, N.Y. CIO, North AmericaCapital BlueCross Kent Whitingwww.capbluecross.com Harrisburg, Pa. VP of ITCapital One Financial Corp. Rob Alexanderwww.capitalone.com McLean,Va. CIOCareer Education Corp. Manoj Kulkarniwww.careered.com Hoffman Estates, Ill. Sr.VP & CIOCaritas Christi Health Care Todd Rothenhaus,MDwww.caritaschristi.org Boston, Mass. Sr.VP & CIOCarolinas HealthCare System Craig Richardvillewww.carolinashealthcare.org Charlotte, N.C. CIOCatholic Healthcare Partners Rebecca Sykeswww.health-partners.org Cincinnati, Ohio Sr.VP & CIOCB Richard Ellis Group Inc. Don Goldsteinwww.cbre.com Los Angeles, Calif. Global CIOCCC Information Services Inc. James T.Beattiewww.cccis.com Chicago, Ill. Exec.VP & CTOCDI Corp. Vince Squillaciotiwww.cdicorp.com Philadelphia, Pa. Sr.VP & CIOCDW Corp. Jon Stevenswww.cdw.com Vernon Hills, Ill. Sr.VP & CIOCenterPoint Properties Scott Zimmermanwww.centerpoint-prop.com Oak Brook, Ill. CIOCephalon Inc. Robert J.Knechtwww.cephalon.com Frazer, Pa. VP & CIOCH2M HILL Cos.Ltd. Robert Bullockwww.ch2mhill.com Englewood, Colo. CIOChevron Corp. Louie Ehrlichwww.chevron.com San Ramon, Calif. CIOChildren’s Hospital & Medical Center Allana Cummingswww.childrensomaha.org Omaha, Neb. VP & CIOChiquita Brands International Inc. Manjit Singhwww.chiquitabrands.com Cincinnati, Ohio VP & CIOChristus Health George Conklinwww.christushealth.org Irving,Texas Sr.VP & CIOThe Chubb Corp. James P.Knightwww.chubb.com Warren, N.J Exec.VP & Global CIOCiena Corp. James Donleywww.ciena.com, Linthicum, Md. VP & CIO, ITCigna Corp. Michael D.Woellerwww.cigna.com Philadelphia, Pa. Exec.VP & CIOCincinnati Children’s Hospital Medical Center Marianne F.Jameswww.cincinnatichildrens.org Cincinnati, Ohio Sr.VP & CIO Cincinnati Financial Corp. Craig W.Forresterwww.cinfin.com Fairfield, Ohio Sr.VP of ITClarian Health Partners Inc. Richard Johnsonwww.clarian.org Indianapolis, Ind. Sr.VP & CIOClayton Homes Inc. Ralph Warcholwww.claytonhomes.com Maryville,Tenn. VP & CIOThe Clorox Co. Robin Evittswww.thecloroxcompany.com Oakland, Calif. VP & CIOCME Group Inc. Kevin Kometerwww.cmegroup.com Chicago, Ill. Managing Director & CIOThe Coca-Cola Co. Jean-Michel Arèswww.thecoca-colacompany.com Atlanta, Ga. Sr.VP & CIOCoca-Cola Enterprises Inc. Esat Sezerwww.cokecce.com Atlanta, Ga. Sr.VP & CIOColgate-Palmolive Co. Ed Tobenwww.colgate.com New York, N.Y. Sr.VP, Global IT & Business ServicesCollabera Inc. Dhar Partadiawww.collabera.com Morristown, N.J. CTOCompuCom Systems Inc. John Douglaswww.compucom.com Dallas,Texas CIO

CompuCredit Corp. George Coutroswww.compucredit.com Atlanta Ga. CIOConexant Systems Inc. Sailesh Chittipeddiwww.conexant.com Newport Beach, Calif. Co-PresidentConstellation Energy Group Inc. Beth Perlmanwww.constellation.com Baltimore, Md. Sr.VP, CAO, & CIOContinental Casualty Co. John Goldenwww.cna.com Chicago, Ill. Exec.VP & CIOConvaTec Inc. William Comptonwww.convatec.com Skillman, N.J. VP & CIOConvergys Corp. Jim Goetzwww.convergys.com Cincinnati, Ohio CIOCon-way Inc. Jacquelyn Barrettawww.con-way.com San Mateo, Calif. VP & CIOCorning Inc. Kevin J.McManuswww.corning.com Corning, N.Y. VP & CIOCox Enterprises Inc. Gregory Morrisonwww.coxenterprises.com Atlanta, Ga. VP & CIOCrawford & Co. Brian S.Flynnwww.crawfordandcompany.com Atlanta, Ga. Sr.VP & Global CIOCRST International Inc. Steve Hannahwww.crst.com Cedar Rapids, Iowa VP & CIOCUNA Mutual Group Rick Roywww.cunamutual.com Madison,Wis. Sr.VP & CIOCVR Energy Inc. Michael Brookswww.cvrenergy.com Sugar Land,Texas VP & CIODarden Restaurants Inc. Patti Reilly Whitewww.darden.com Orlando, Fla. Sr.VP & CIODarigold Inc. Philip Conrodwww.darigold.com Seattle,Wash. CIODecisionOne Corp. Neal Bibeauwww.decisionone.com Devon, Pa. CEODeere & Co. James Jabanoskiwww.deere.com Moline, Ill. VP of ITDell Inc. Robin Johnsonwww.dell.com Round Rock,Texas CIODel Monte Foods Co. Marc L.Brownwww.delmonte.com San Francisco, Calif. Sr.VP Corp. Svc. Center & CIODelphi Corp. Rodney O’Nealwww.delphi.com Troy, Mich. CEO & PresidentDelta Air Lines Inc. Theresa Wisewww.delta.com Atlanta, Ga. Sr.VP & CIODeutsche Investment Management Americas Inc. Sean Kelleywww.db.com/usa New York, N.Y. CIO of Asset Man.Global Tech.& OperationsDiageo plc Brian Franzwww.diageo.com Norwalk, Conn. Global CIODiebold Inc. Sean F.Forresterwww.diebold.com North Canton, Ohio VP & CIODigital River Inc. Ted Hoywww.digitalriver.com Eden Prairie, Minn. VP of ProductDiscover Financial Services Glenn Schneiderwww.discoverfinancial.com Riverwoods, Ill. Sr.VP & CIODiscovery Communications David Klinewww.discoverycommunications.com Silver Spring, Md. CIODo it Best Corp. Kay Williamswww.doitbestcorp.com Fort Wayne, Ind. VP of ITDrugstore.com Inc. Luke Friangwww.drugstore.com Bellevue,Wash. VP & CIODST Output Frank Delferwww.dstoutput.com El Dorado Hills, Calif. Exec.VP of Technology & CTODTE Energy Lynne Ellynwww.dteenergy.com Detroit, Mich. Sr.VP & CIODunkin’Brands Inc. Daniel J.Sheehanwww.dunkinbrands.com Canton, Mass. Sr.VP & CIOE.&J.Gallo Winery Kent Kusharwww.gallo.com Modesto, Calif. VP & CIOEaton Corp. William W.Blausey Jr.www.eaton.com Cleveland, Ohio Sr.VP & CIOElectronic Arts Inc. Dennis Selfwww.ea.com Redwood City, Calif. CIOEli Lilly & Co. Mike Heimwww.lilly.com Indianapolis, Ind. Sr.VP of IT & CIOEMC Corp. Sanjay Mirchandaniwww.emc.com Hopkinton, Mass. Sr.VP & CIOEmcor Group Inc. Joseph A.Puglisiwww.emcorgroup.com Norwalk, Conn. VP & CIOEmerson Stephen C.Hassellwww.emerson.com St. Louis, Mo. VP & CIOEmkay Inc. Andrew Griffithwww.emkay.com Itasca, Ill. VP of ITEmory Healthcare Dee Cantrellwww.emoryhealthcare.org Atlanta, Ga. CIOEndurance Specialty Holdings Ltd. Tom Terrywww.endurance.bm New York, N.Y. Exec.VP & CIOEnergy Alloys James Watsonwww.ealloys.com Houston,Texas CIOEntergy Corp. Jill Israelwww.entergy.com New Orleans, La. VP & CIOEquifax Inc. Rajib Roywww.equifax.com Atlanta, Ga. President,Technology & Analytical ServicesErickson Retirement Communities Scott Ericksonwww.erickson.com Baltimore, Md. CIOErnst & Young LLP Andrew L.Walshwww.ey.com Secaucus, N.J. CIOExelon Corp. Daniel C.Hillwww.exeloncorp.com Chicago, Ill. Sr.VP & CIOExpress Scripts Inc. Pat McNameewww.express-scripts.com St. Louis, Mo. Exec.VP Operations & TechnologyF5 Networks Inc. John Matthewswww.f5.com Seattle,Wash. VP of IT & CIO

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Region Key Midwest WestSouthNortheast

InformationWeek

Fair Isaac Corp. Deborah Kerrwww.fico.com Minneapolis, Minn. Chief Prod.& Tech.Officer;Exec.VP,Prod.& Tech.Org.Federal Signal Corp. Michael K.Wonswww.federalsignal.com Oak Brook, Ill. VP & CIOFedEx Corp. Robert B.Carterwww.fedex.com Memphis,Tenn. Exec.VP of FedEx Info.Svcs.& CIO of FedEx Corp.FFE Transportation Services Inc. Nick Cookwww.ffeinc.com Dallas,Texas VP & CIOFidelity Investments LLC Daniel Petrozzowww.fidelity.com Boston, Mass. CIOFidelity National Information Services Inc. Ram Charywww.fidelityinfoservices.com Jacksonville, Fla. Sr.VP of TechnologyFifth Third Bancorp. Joseph Robinsonwww.53.com Cincinnati, Ohio Exec.VP & CIOFirst Horizon National Corp. Bruce Livesaywww.firsthorizon.com Memphis,Tenn. Exec.VP & CIOFiserv Inc. Maryann Goebelwww.fiserv.com Brookfield,Wis. Exec.VP & CIOFlextronics International Ltd. David Smoleywww.flextronics.com San Jose, Calif. Sr.VP & CIOFlowserve Corp. Andrew J.Beallwww.flowserve.com Irving,Texas Sr.VP, Pres. of Flow Solutions Div. & CIOFlying J Inc. Bron McCallwww.flyingj.com Ogden, Utah CIOFMC Technologies Inc. Thomas P.Cahillwww.fmctechnologies.com Houston, Texas Director of Global ITFoley & Lardner LLP Doug Caddellwww.foley.com Milwaukee,Wis. CIOFollett Corp. Joseph Hulawww.follett.com River Grove, Ill. Exec.VP of IT & CIOFord Motor Co. Nicholas J.Smitherwww.ford.com Dearborn, Mich. Group VP & CIOFranciscan Missionaries of Our Lady Health Sys. Stephanie Millswww.fmolhs.org Baton Rouge, La. CIOFreescale Semiconductor Inc.. Sam Coursenwww.freescale.com Austin,Texas VP & CIOGeico Jess Reedwww.geico.com Washington, D.C. Group VP & CIOGeisinger Health System Frank Richardswww.geisinger.org Danville, Pa. CIOGeneral Motors Corp. Ralph Szygendawww.gm.com Detroit, Mich. Group VP & CIOGenuine Parts Co. Charles A.Chesnuttwww.genpt.com Atlanta, Ga. Sr.VP of IT & Process ImprovementGenworth Financial Inc. Scott McKaywww.genworth.com Richmond,Va. Sr.VP & CIOGenzyme Corp. Robert Cowiewww.genzyme.com Cambridge,Mass. CIOGilbane Inc. Jonathan Riderwww.gilbaneco.com Providence, R.I. VP & CIO

Global Crossing Ltd. Michael Fuquawww.globalcrossing.com Florham Park, N.J. Sr.VP of Global Information SystemsGoodwin Procter LLP Peter Lanewww.goodwinprocter.com Boston, Mass. CIO Google Inc. Ben Friedwww.google.com Mountain View, Calif. CIOGrange Mutual Casualty Co. Michael C.Fergangwww.grangeinsurance.com Columbus, Ohio VP & CIOGraybar Electric Company Inc. Steve Beckerwww.graybar.com St. Louis, Mo. VP & CIOGrinnell Mutual Reinsurance Co. Dennis H.Mehmenwww.grinnellmutual.com Grinnell, Iowa CIO & VP of Business Information ServicesGrowmark Inc. Tim Piperwww.growmark.com Bloomington, Ill. Exec. Director of IT & CIOGwinnett Hospital System Inc. Ed Brownwww.gwinnettmedicalcenter.org Lawrenceville, Ga. Sr.VP & CIOGXS Inc. Gary Greenwaldwww.gxs.com Gaithersburg, Md. Sr.VP of Technology Services & CIOHarleysville Group Inc. Akhil Tripathiwww.harleysvillegroup.com Harleysville, Pa. Sr.VP & CIOHarrah’s Entertainment Inc. Katrina Lanewww.harrahs.com Las Vegas, Nev. Sr.VP & CTOHarris Corp. William H.Millerwww.harris.com Melbourne, Fla. VP of IS & CIOHarris Stratex Networks Inc. Richard Planewww.harrisstratex.com Morrisville, N.C. VP of IT Services & CIOThe Harry Fox Agency Inc. Louis Trebinowww.harryfox.com New York, N.Y. Sr.VP & CIOThe Hartford Financial Services Group Inc. Brian O’Connellwww.thehartford.com Hartford, Conn. Sr.VP & CIOH.B.Fuller Co. Steven Johnwww.hbfuller.com St Paul, Minn. CIOHCA Inc. Noel Brown Williamswww.hcahealthcare.com Nashville,Tenn. Sr.VP & CIO

Midwest WestSouthNortheastRegion Key

Midwest• Spend 2.5% of revenue on IT,

on average

• 38% expect 2009 IT spendingto exceed 2008

• 39% are expanding IT operations and hiring outsidethe U.S.

West• Spend 3% of revenue on IT,

on average



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KNOW YOUR NEIGHBORSCalifornia tops our list once again this year, with71 companies on the InformationWeek 500 (upfrom 61 last year). New York is No. 2, with 40.But innovators are everywhere. Illinois (38),Texas (33), Georgia (27), New Jersey (27),Pennsylvania (26), Ohio (24), Massachusetts(19), and Florida (16) round out the top 10.

InnerWorkings Inc. Jan Sevcikwww.inwk.com Chicago, Ill. CIOInova Health System Geoff Brownwww.inova.org Falls Church,Va. Sr.VP & CIOIntegrys Energy Group Inc. —www.integrysgroup.com Chicago, Ill.InterContinental Hotels Group Tom Conophywww.ihg.com Atlanta, Ga. CIOIntercontinentalExchange Inc. Edwin Marcialwww.theice.com Atlanta, Ga. Sr.VP & CTOIntergraph Corp. Bill Johnsonwww.intergraph.com Madison, Ala. VP of Global ITIntermountain Healthcare Marc Probstwww.intermountainhealthcare.org Salt Lake City, Utah VP & CIOInternational Business Machines Corp. Patrick Toolewww.ibm.com Armonk, N.Y. CIOInternational Speedway Corp. Craig Neebwww.iscmotorsports.com Daytona Beach, Fla. CIOIntuit Inc. Ginny Leewww.intuit.com Mountain View, Calif. CIOiQor Inc. Barry Grantwww.iqor.com New York, N.Y. CTOIron Mountain Inc. Bill Brownwww.ironmountain.com Boston, Mass. Sr.VP & CIOJack in the Box Inc. Debra Jensenwww.jackinthebox.com San Diego, Calif. VP & CIOJackson Family Enterprises Ty Comstockwww.kj.com Santa Rosa, Calif. Acting CIOJarden Consumer Solutions Edward Janowskywww.jardencs.com Boca Raton, Fla. VP of IT & CIOJ.B.Hunt Transport Services Inc. Kay J.Palmerwww.jbhunt.com Lowell, Ark. Exec.VP & CIOJ.C.Penney Company Inc. Thomas Nealonwww.jcp.com Plano,Texas Exec.VP & CIOJetBlue Airways Corp. Charles Meeswww.jetblue.com Forest Hills, N.Y. CTOJM Family Enterprises Inc. Ken Yerveswww.jmfamily.com Deerfield Beach, Fla. Exec.VP, CAO, & CIOJohnson & Johnson LaVerne H.Councilwww.jnj.com New Brunswick, N.J. Corp.VP & CIOJohnson Controls Inc. Colin Boydwww.johnsoncontrols.com Milwaukee,Wis. VP of IT & CIOJones Apparel Group Inc. Norm Veitwww.jonesapparel.com Bristol, Pa. Exec.VP of MISJPMorgan Chase & Co. Guy Chiarellowww.jpmorganchase.com New York, N.Y. CIOJuniper Networks Inc. Michele Goinswww.juniper.net Sunnyvale, Calif. CIOK&L Gates LLP Steven W.Agnoliwww.klgates.com Pittsburgh, Pa. CIOKansas City Power & Light Co. Charles H.Tickleswww.kcpl.com Kansas City, Mo. VP of ITKeane Inc. Michael Tirozziwww.keane.com Boston, Mass. Sr. Director of Internal Client ServicesKetchum Inc. Andy Roachwww.ketchum.com New York, N.Y. Partner, Assoc. Dir., Global Technology Practice & CIOKeyCorp Steve Yateswww.key.com Cleveland, Ohio Exec.VP & CIOKI Vicki Petitwww.ki.com Green Bay,Wis. VP of ISKindred Healthcare Inc. Rick Chapmanwww.kindredhealthcare.com Louisville, Ky. Exec.VP, CIO & CAOKLA-Tencor Corp. Timothy Camposwww.kla-tencor.com Milpitas, Calif. VP of IT & CIOKnight Capital Group Inc. Steven J.Sadoffwww.knight.com Jersey City, N.J. Exec.VP & CIO

HD Supply Inc. Michele Markhamwww.hdsupply.com Atlanta, Ga. Sr.VP & CIOHealthways Inc. C.Scott Blanchettewww.healthways.com Franklin,Tenn. Sr.VP & CIOHeartland Payment Systems Inc. Alan Simswww.heartlandpaymentsystems.com Princeton, N.J. CTOHenry Ford Health System Arthur Grosswww.henryford.com Detroit, Mich. Sr.VP & CIOHerbalife Ltd. Chuck Sperazzawww.herbalife.com Los Angeles, Calif. CIOHewlett-Packard Co. Randy Mottwww.hp.com Palo Alto, Calif. Exec.VP & CIOHighmark Inc. Tom Taborwww.highmark.com Pittsburgh, Pa. Sr.VP & CIOHilton Hotels Corp. Robert Webbwww.hilton.com McLean,Va. CIOHitachi Global Storage Technologies Craig Haughtwww.hitachigst.com San Jose, Calif. Chief Information & Environmental Strategy OfficerHogan & Hartson LLP Bill Gregorywww.hhlaw.com Washington, D.C. CIOHoneywell Bask Iyerwww.honeywell.com Morristown, N.J. VP & CIOHorizon Blue Cross Blue Shield of New Jersey Mark Barnardwww.horizon-bcbsnj.com Newark, N.J. Sr.VP of IT & CIOHovnanian Enterprises Inc. Nicholas Colistowww.khov.com Red Bank, N.J. VP & CIOHub Group Inc. Dennis Polsenwww.hubgroup.com Downers Grove, Ill. Exec.VP of ITHyatt Hotels Corp. Mike Blakewww.hyatt.com Chicago, Ill. CIOImation Corp. Daniel Heschkewww.imation.com Oakdale, Minn. Exec. Director of ITIngram Micro Inc. Mario Leonewww.ingrammicro.com Santa Ana, Calif. Exec.VP & CIO

GET ALL THE DATA There’s so much more to findout about the InformationWeek 500 that won’t fit inour pages. The full Analytics Report is free for alimited time at informationweek.com/500/09/analytic.htm

Northeast• Spend 3.2% of revenue on IT,

on average



South• Spend 2.3% of revenue on IT,

on average



InformationWeek


Knight Transportation Inc. Cory Staheliwww.knighttrans.com Phoenix, Ariz. VP of ISL-3 Communications Holdings Inc. Vincent T.Taylorwww.l-3com.com New York, N.Y. CIO Lamar Advertising Co. Ed Nettleswww.lamar.com Baton Rouge, La. VP & Director of ITLandstar System Inc. Larry S.Thomaswww.landstar.com Jacksonville, Fla. VP & CIOLeggett & Platt Inc. Michael Blinzlerwww.leggett.com Carthage, Mo. VP of ITLevel 3 Communications Inc. Michael Dunnwww.level3.com Broomfield, Colo. Sr.VP of ITLifespan Corp. Carole Cotterwww.lifespan.org Providence, R.I. Sr.VP & CIOLittelfuse Inc. Ed Earlwww.littelfuse.com Chicago, Ill. CIOLockheed Martin Corp. Sondra Barbourwww.lockheedmartin.com Bethesda, Md. VP of Enterprise Business Services & CIOLodgenet Interactive Corp. David M.Bankerswww.lodgenet.com Sioux Falls, S.D. Sr. VP of Product & Tech. Dev. & CTOLowe’s Companies Inc. Steven M.Stonewww.lowes.com Mooresville, N.C. Sr.VP & CIOLSI Corp. Bruce Decockwww.lsi.com Milpitas, Calif. VP & CIOLubrizol Corp. Patrick Saunierwww.lubrizol.com Wickliffe, Ohio VP of IS & Business ProcessesM&T Bank Corp. Michele Trolliwww.mtb.com Buffalo, N.Y. Exec.VP & CIOMansfield Oil Co. Doug Haughwww.mansfieldoil.com Gainsville, Ga. Exec.VP & CIOMarcus & Millichap Real Estate Invest.Svcs.Inc. Rick Peltzwww.marcusmillichap.com Encino, Calif. Sr.VP & CIOMaritz Inc. Gil Hoffmanwww.maritz.com Fenton, Mo. Sr.VP & CIOMarriott International Inc. Carl Wilsonwww.marriott.com Bethesda, Md. Exec.VP & CIOMarshfield Clinic Carl A.Christensenwww.marshfieldclinic.org Marshfield,Wis. CIOMartin Marietta Materials Inc. Chuck Muscianowww.martinmarietta.com Raleigh, N.C. VP & CIOMarvell Technology Group Ltd. Rick Changwww.marvell.com Santa Clara, Calif. Assoc.VP of IT InfrastructureMasco Corp. Tim Montiethwww.masco.com Taylor, Mich. VP & CIOMasterCard Worldwide Robert Reegwww.mastercard.com Purchase, N.Y. Pres. of Global Technology & OperationsMaxim Integrated Products Walter Curdwww.maxim-ic.com Sunnyvale, Calif. VP & CIOMcAfee Inc. Mark Tonnesenwww.mcafee.com Santa Clara, Calif. Sr.VP & CIOMcCormick & Co. Inc. Jerry Wolfewww.mccormick.com Sparks, Md. VP of Supply Chain & CIOMcGraw-Hill Cos. Inc. Bruce Marcuswww.mcgraw-hill.com New York, N.Y. Exec.VP & CIOMedline Industries Inc. Mike Pennywww.medline.com Mundelein, Ill. CIOMedtronic Inc. Michael Hedgeswww.medtronic.com Minneapolis, Minn. CIOMerck & Co.Inc. J.Chris Scaletwww.merck.com Whitehouse Station, N.J. Exec.VP Global Services & CIOMicrosoft Corp. Tony Scottwww.microsoft.com Redmond,Wash. Corp.VP & CIOMirant Corp. Bob McClurewww.mirant.com Atlanta, Ga. VP & CIOMission Health System Inc. Arlo Jenningswww.msj.org Asheville, N.C. CIOMitsubishi Motors North America Inc. Tony Romerowww.mitsubishicars.com Cypress, Calif. Sr.VP & CIOModusLink Global Solutions Inc. Matthew Dattilowww.moduslink.com Waltham, Mass. VP & CIOMohawk Industries Inc. Don Rileywww.mohawkind.com Calhoun, Ga. CIO & Sr.VP LogisticsMonsanto Co. Shirley Cunninghamwww.monsanto.com St. Louis, Mo. CIOMontefiore Medical Center Steven Safyerwww.montefiore.org Bronx, N.Y. President & CEOMoody’s Corp. Perry F.Rotellawww.moodys.com New York, N.Y. Sr.VP & CIOThe Mosaic Co. Doug Millswww.mosaicco.com Plymouth, Minn. VP & CIOMotor Coach Industries International Inc. Gina Papworthwww.mcicoach.com Schaumburg, Ill. Exec. Director of ITMotorola Inc. Leslie Joneswww.motorola.com/us Schaumburg, Ill. Sr.VP & CIOMovado Group Inc. Frank A.Morelliwww.movadogroup.com Paramus, N.J. Sr.VP Global Business Processes & CIONammo Talley Inc. James Speerwww.nammotalley.com Mesa, Ariz. Director of ISNational Interstate Insurance Co. Ron Steigerwww.nationalinterstate.com Richfield, Ohio AVP & IT DirectorNational Oilwell Varco Inc. Howard Daviswww.nov.com Houston,Texas VP, CIO, & CAONavigant Consulting Inc. Sharon Siegel Voelzkewww.navigantconsulting.com Chicago, Ill.. VP & Bus. Unit Leader, N.A. Bus. Consult. Svcs.Navy Federal Credit Union Ardin Gosswww.navyfcu.org Vienna,Va. Exec.VP of IS & CIONebraska Furniture Mart Inc. David C.Bashwww.nfm.com Omaha, Neb. Director of IT & CIONess Technologies Inc. Thamiz “Tamil”Palawww.ness.com Hackensack, N.J. CTO, Ness Global Industries

NetApp Marina Levinsonwww.netapp.com Sunnyvale, Calif. Sr.VP & CIONew York Times Co. Joseph Seibertwww.nytco.com New York, N.Y. Sr.VP & CIONewmark Knight Frank Marc Hering & Robert Rosswww.newmarkkf.com New York, N.Y. Co-Directors of ITNewport Corp. Greg Reischleinwww.newport.com Irvine, Calif. CIONordson Corp. Shelly Peetwww.nordson.com Westlake, Ohio VP of HR & CIONortel Networks Corp. George Reichertwww.nortel.com Richardson,Texas CIONorthern Trust Corp. Peter Magrini and Jim Scholefieldwww.northerntrust.com Chicago, Ill. Sr.VPsNorthrop Grumman Corp. Bernard McVeywww.northropgrumman.com Los Angeles, Calif. VP & CIONorthShore University HealthSystem Tom Smithwww.northshore.org Evanston, Ill. CIONorton Healthcare Inc. Joseph DeVenutowww.nortonhealthcare.com Lousiville, Ky. VP of IS & CIONYK Logistics (Americas) Inc. Don Meeweswww.na.nyklogistics.com Long Beach, Calif. Exec.VP & CIONYSE Euronext Steve Rubinowwww.nyse.com New York, N.Y. Exec.VP & Co-Global CIOOccidental Petroleum Corp. Donald L.Moorewww.oxy.com Los Angeles, Calif. VP & CIOOcwen Financial Corp. Shekar Sivasubramanianwww.ocwen.com West Palm Beach, Fla. CIOOgilvy & Mather Worldwide Yuri Aguiarwww.ogilvy.com New York, N.Y. Sr. Partner & CTOOld Dominion Freight Line Inc. Ken Erdnerwww.odfl.com Thomasville, N.C. VP of ITOneAmerica Financial Partners Inc. Emet Talleywww.oneamerica.com Indianapolis, Ind. VP of Systems & CIO1-800 Contacts Inc. John Murraywww.1800contacts.com Draper, Utah VP & CIO1-800-Flowers.com Inc. Steve Bozzowww.1800flowers.com Carle Place, N.Y. Sr.VP & CIOOracle Corp. Juergen Rottlerwww.oracle.com Redwood Shores, Calif. Exec.VP, Global Oracle Customer ServicesOrbital Sciences Corp. Ken Bellwww.orbital.com Dulles,Va. Sr.VP & CIOOrient Overseas Container Line Ltd. Mike Youngwww.oocl.com San Ramon, Calif. Director, Business Process and SystemsOrlando Health Rick Schoolerwww.orlandohealth.com Orlando, Fla. VP & CIOOwens Corning David Johnswww.owenscorning.com Toledo, Ohio Sr.VP & CIOPaccar Inc. Kyle Quinnwww.paccar.com Bellevue,Wash. CIOPacific Coast Producers Peter C.Wtulichwww.pcoastp.com Lodi, Calif. VP of IS & CIOPacific Gas & Electric Co. Pat Lawickiwww.pge.com San Francisco, Calif. Sr.VP & CIOPacific Northwest National Laboratory Jerry Johnsonwww.pnl.gov Richland,Wash. CIOPanalpina Inc. Armin Heinleinwww.panalpina.com Morristown, N.J. Corp.VPParametric Technology Corp. Steve Horanwww.ptc.com Needham, Mass. Corp.VP & CIOParker Hannifin Corp. William G.Elinewww.parker.com Cleveland, Ohio VP & CIOParkland Health & Hospital System Ron J.Andersonwww.parklandhospital.com Dallas,Texas CEOParsons Corp. Scott Carlwww.parsons.com Pasadena, Calif. CIOPaychex Inc. Daniel A.Canzanowww.paychex.com Rochester, N.Y. VP of ITPC Connection Inc. Jack Fergusonwww.pcconnection.com Merrimack, N.H. Exec.VP,Treasurer, & CFOPenske Truck Leasing Co.LP William L.Stobbartwww.gopenske.com Reading, Pa. Sr.VP of ITPHH Arval David Zuidemawww.phharval.com Sparks, Md. Sr.VP & CIOPinnacle West Capital Corp. Denny Brownwww.pinnaclewest.com Phoenix, Ariz. VP & CIOPitt Ohio Express LLC Scott Sullivanwww.pittohio.com Pittsburgh, Pa. CIO & CFOPLS Logistics Services Mark Ohlundwww.plslogistics.com Rochester, Pa. VP,Technology StrategyPNC Financial Services Group Inc. Anuj Dhandawww.pnc.com Pittsburgh, Pa. Exec.VP & CIOPolycom Inc. Glenn Nogawww.polycom.com Pleasanton, Calif. CIOPoudre Valley Health System Russ Branzellwww.pvhs.org Fort Collins, Colo. CIO & VP of ISPPG Industries Werner Baerwww.ppg.com Pittsburgh, Pa. VP of ITPreferred Care Partners Inc. Doug Cormanywww.mypreferredcare.com Miami, Fla. Sr.VP & CIOPremiere Global Services Inc. David Guthriewww.premiereglobal.com Atlanta, Ga. CTOPresidio Inc. Dave Hartwww.presidio.com Greenbelt, Md. CTOPricewaterhouseCoopers LLP Stuart Fultonwww.pwc.com New York, N.Y. U.S. CIOPrincipal Financial Group Inc. Gary Scholtenwww.principal.com Des Moines, Iowa Sr.VP & CIOProduct Partners LLC Steven Winshel www.beachbody.com Santa Monica, Calif. CIO

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The Progressive Group of Insurance Cos. Raymond Voelkerwww.progressive.com Mayfield Village, Ohio CIOProQuest LLC Bipin Patelwww.proquest.com Ann Arbor, Mich. CIOPrudential Financial Inc. Barbara Kosterwww.prudential.com Newark, N.J. CIOPSC LLC Pamela Ruckerwww.pscnow.com Houston,Texas VP of ITPurdue Pharma LP Larry Pickettwww.pharma.com Stamford, Conn. CIOQualcomm Inc. Norm Fjeldheimwww.qualcomm.com San Diego, Calif. Sr.VP & CIOQuest Diagnostics Inc. David Evanswww.questdiagnostics.com Madison, N.J. VP of ITQuintiles Transnational Corp. Bill Deamwww.quintiles.com Durham, N.C. Exec.VP & CIO, Global IT & Bus.Transform.Raytheon Co. Rebecca R.Rhoadswww.raytheon.com Waltham, Mass. VP & CIORecall Corp. Jason Molfetaswww.recall.com Norcross, Ga. CIORedPrairie Corp. Greg Marrwww.redprairie.com Waukesha,Wis. CIORegal Beloit Corp. John Avampatowww.regalbeloit.com Beloit,Wis. VP & CIORegions Financial Corp. Rodger Overtonwww.regions.com Birmingham, Ala. CIORent-A-Center Inc. Tony Fullerwww.rentacenter.com Plano,Texas Sr.VP of IT & CIORicoh Americas Corp. Sean Mageewww.ricoh-usa.com West Caldwell, N.J. Sr.VP of ITR.L.Polk & Co. Kevin Vasconiwww.polk.com Southfield, Mich. CIO & Sr.VP,Managing Dir.,Global Price & Spec.Roche Diagnostics Corp. Kurt Seilerwww.roche-diagnostics.us Indianapolis, Ind. VP, North America InformaticsRoche Pharmaceuticals Jennifer M.Allertonwww.roche.com South San Francisco, Calif. CIO, PharmaRoy Anderson Corp. Bill Ponsetiwww.rac.com Gulfport, Miss. CIOR.R.Donnelley & Sons Co. Kenneth E.O’Brienwww.rrdonnelley.com Chicago, Ill. Exec.VP & CIORyder System Inc. Kevin Bottwww.ryder.com Miami, Fla. Sr.VP & CIOSabre Holdings Corp. Barry Vandevierwww.sabre-holdings.com Southlake,Texas CIOSacramento Municipal Utility District Linda Johnsonwww.smud.org Sacramento, Calif. CIO & Dir. of Bus.Tech. and Change Mgmt.Safety-Kleen Systems Inc. —www.safety-kleen.com Plano,TexasSaks Inc. Michael Rodgerswww.saksincorporated.com New York, N.Y. Exec.VP of Service Operations & CIOSalesforce.com Inc. Kirsten Wolbergwww.salesforce.com San Francisco, Calif. CIOSalvation Army U.S.A.Western Territory Clarence Whitewww.salvationarmy.usawest.org Long Beach, Calif. CIO & IT SecretarySanford Health Arlyn Broekhuiswww.sanfordhealth.org Sioux Falls, S.D. VP & CIOSAS Suzanne Gordonwww.sas.com Cary, N.C. VP of IT & CIOSavvis Inc. Bryan Doerrwww.savvis.net St. Louis, Mo. CTOSchneider National Inc. Judith Lemkewww.schneider.com Green Bay,Wis. Exec.VP & CIOSchuff International Inc. Ron Huisingawww.schuff.com Phoenix, Ariz. CIOSchwan Food Co. Gregory Flackwww.theschwanfoodcompany.com Marshall, Minn. CEO, Pres., & COOScottrade Inc. Ian Pattersonwww.scottrade.com St. Louis, Mo. CIOse2 Brent Littletonwww.se2.com Topeka, Kan. VP & CTOSeagate Technology LLC Mark A.Brewerwww.seagate.com Scotts Valley, Calif. Sr.VP & CIOSecurian Financial Group Inc. Jean Delaney Nelsonwww.securian.com St. Paul, Minn. Sr.VP & CIOSempra Energy Chris Bakerwww.sempra.com San Diego, Calif. Sr.VP & CIO, Shared ServicesSentara Healthcare Bertram S.Reesewww.sentara.com Norfolk,Va. Sr.VP & CIOSharp HealthCare William Spoonerwww.sharp.com San Diego, Calif. Sr.VP & CIOShaw Industries Group Inc. Roddy McKaigwww.shawfloors.com Dalton, Ga. VP & CIOThe Sherwin-Williams Co. Thomas Lucaswww.sherwin.com Cleveland, Ohio CIOSignature Styles LLC Tom Scottwww.spiegel.com New York, N.Y. CIO & Sr.VP of OperationsSirva Inc. Erik Kellerwww.sirva.com Westmont, Ill. CIOSitel Operating Corp. Mandy Edwardswww.sitel.com Nashville,Tenn. Chief Global Information OfficerSkanska U.S.A.Building Inc. Kevin Hutchinsonwww.skanska.com Parsippany, N.J. Sr.VP of ITSkechers U.S.A. Inc. Clay Irvingwww.skx.com Manhattan Beach, Calif. Sr.VP of ITSLM Corp. Karen Kotowskiwww.salliemae.com Reston,Va. Sr.VP & CIOSmithfield Foods Inc. Mansour Zadehwww.smithfieldfoods.com Smithfield,Va. Global CIOSolutia Inc. Rahul Goturiwww.solutia.com St. Louis, Mo. VP of IT & CIO

Solvay Pharmaceuticals Inc. —www.solvaypharmaceuticals-us.com Marietta, Ga.Sonoco Products Co. Bernie Campbellwww.sonoco.com Hartsville, S.C. CIOSony Electronics Inc. Drew Martinwww.sony.com San Diego, Calif. Sr.VP & CIOSouthern Co. Becky Blalockwww.southerncompany.com Atlanta, Ga. Sr.VP & CIOSouthern Union Co. Steve Hottewww.sug.com Houston,Texas Sr.VP of ITSouthwest Airlines Co. Jan Marshallwww.southwest.com Dallas,Texas VP of Technology & CIOSouthwire Co. Phil Tugglewww.southwire.com Carrollton, Ga. Sr.VP of IT ServicesSpansion Inc. Hannelore Stoebbewww.spansion.com Sunnyvale, Calif. Corp.VP & CIOSpeedway Motorsports Inc. Jonathan Bradywww.speedwaymotorsports.com Concord, N.C. CIOSprint Nextel Corp. Steven Elfmanwww.sprint.com Overland Park, Kan. President, Network Operations & WholesaleSPX Corp. Kevin Eamighwww.spx.com Charlotte, N.C. CIOThe Standard Register Co. Joanne Cumminswww.standardregister.com Dayton, Ohio CIOStarbucks Coffee Co. Stephen Gillettwww.starbucks.com Seattle,Wash. Sr.VP, CIO & GM of Digital VenturesStarz Entertainment LLC Ray Miliuswww.starz.com Englewood, Colo. Sr.VP of Programming Operations & ITState Street Corp. Christopher Perrettawww.statestreet.com Boston, Mass. Exec.VP & CIOSteelcase Inc. Robert Krestakoswww.steelcase.com Grand Rapids, Mich. CIOSunGard Availability Services LP Donald H.Hopkinswww.availability.sungard.com Wayne, Pa. CIO & VP of ProcurementSurgical Care Affilates Joe Szmadzinskiwww.scasurgery.com Birmingham, Ala. CIOSutter Health Jon Maniswww.sutterhealth.org Sacramento, Calif. Sr.VP & CIOSwinerton Inc. Charlene Atkinsonwww.swinerton.com San Francisco, Calif. Director of Information Management & VPSybase Inc. Jim Swartzwww.sybase.com Dublin, Calif. VP & CIOSynovus Financial Corp. Lee Lee Jameswww.synovus.com Columbus, Ga. Vice-Chairman, CIO & Chief People OfficerTAC Worldwide Steve Morinwww.tacworldwide.com Dedham, Mass. VP & CIOTata Consultancy Services Ltd. Surya Kantwww.tcs.com New York, N.Y President of TCS North AmericaTECO Energy Inc. Karen M.Minceywww.tecoenergy.com Tampa, Fla. VP of IT & CIOTeleflex Inc. Randall P.Gaboriaultwww.teleflex.com Limerick, Pa. Sr.VP & CIOTelephonics Corp. Ronald L.Farmerwww.telephonics.com Farmingdale, N.Y. VP of IT & CIOTeradata Corp. Diana Boldenwww.teradata.com Miamisburg, Ohio CIOTerremark Worldwide Inc. Manuel D.Medinawww.terremark.com Miami, Fla. Chairman & CEOTessco Technologies Inc. Doug Reinwww.tessco.com Hunt Valley, Md. Sr.VP of Performance Systems & OperationsTeva Pharmaceuticals U.S.A.Inc. Jimmy Z.Wangwww.tevausa.com North Wales, Pa. VP & CIOTexas Health Resources Inc. Edward Marxwww.texashealth.org Arlington,Texas CIOTextron Inc. Ken Bohlenwww.textron.com Providence, R.I. Exec.VP & CIOT-Mobile U.S.A.Inc. Robert Stricklandwww.t-mobile.com Bellevue Wash. Sr.VP & CIOTower Automotive LLC Orrie Joneswww.towerautomotive.com Livonia, Mich. VP & CIOToyota Motor Sales U.S.A.Inc. Barbra Cooperwww.toyota.com Torrance, Calif. Group VP & CIOTransatlantic Holdings Inc. George Di Martinowww.transre.com New York, N.Y. Sr.VP & CIOTransplace Vincent Biddlecombewww.transplace.com Frisco,Texas CTOTransUnion LLC Peter Hoverstenwww.transunion.com Chicago, Ill. Exec.VP & CIOTravelport Ltd. David Lauderdalewww.travelport.com Parsippany, N.J. CTOThe TriZetto Group Inc. Richard Kerianwww.trizetto.com Newport Beach, Calif. Sr.VP of Development & Support T.Rowe Price Group Inc. —www.troweprice.com Baltimore, Md.Tuthill Corp. Chad Gabrielwww.tuthill.com Burr Ridge, Ill. Director of Application Development TXU Energy Retail Co.LLC Kevin Chasewww.txu.com Dallas,Texas CIOTyson Foods Inc. Gary D.Cooperwww.tyson.com Springdale, Ark. Sr.VP & CIOUllico Inc. James Tierneywww.ullico.com Washington, D.C. VP & CIOUMass Memorial Health Care George Brencklewww.umassmemorial.org Worcester, Mass. Sr.VP & CIOUnifi Inc. Mark Siddenwww.unifi.com Greensboro, N.C. CIOUniGroup Inc. Randall C.Poppellwww.unigroupinc.com Fenton, Mo. Sr.VP of Strategic Planning & CIO Union Bank N.A. James Yeewww.unionbank.com San Francisco, Calif. Sr. Exec.VP & CIO

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Unisys Corp. Suresh Mathewswww.unisys.com Blue Bell, Pa. Sr.VP & CIOUnited States Conf.of Catholic Bishops (USCCB) John Galottawww.usccb.org Washington, D.C. Exec. Director of ITUniversity of Arkansas for Medical Sciences Kari Casselwww.uams.edu Little Rock, Ark. CIOUniversity of Pittsburgh Medical Center (UPMC)Daniel S.Drawbaughwww.upmc.com Pittsburgh, Pa. Sr.VP & CIOUPS Inc. David Barneswww.ups.com Atlanta, Ga. Sr.VP & CIOURS Corp. H.Thomas Hickswww.urscorp.com San Francisco, Calif. VP & CFOUSEC Inc. David Vordickwww.usec.com Bethesda, Md. CIOU.S.Oncology Inc. Todd Schonherzwww.usoncology.com The Woodlands,Texas Sr.VP & CIOValmont Industries Inc. Steve Branscombewww.valmont.com Omaha, Neb. VP of ITValspar Corp. Kate Basswww.valspar.com Minneapolis, Minn. CIOVangent Inc. John Georgewww.vangent.com Arlington,Va. Sr.VP & CIOVanguard Group Inc. Paul Hellerwww.vanguard.com Malvern, Pa. Managing Director & CIOVerizon Communications Inc. Shaygan Kheradpirwww.verizon.com New York, N.Y. Exec.VP & CIOVF Corp. Martin Schneiderwww.vfc.com Greensboro, N.C. VP & CIOVMware Inc. Stephen Herrodwww.vmware.com Palo Alto, Calif. Sr.VP of R&D & CTOVolt Information Sciences Inc. Allen Rittscherwww.volt.com New York, N.Y. CTOVWR International LLC Charles R.Patelwww.vwr.com West Chester, Pa. Sr.VP & CIOThe Washington Post Co. Yuvinder Kocharwww.washpostco.com Washington, D.C. VP Technology & CTOWaste Management Inc. Lynn M.Caddellwww.wm.com Houston,Texas Sr.VP & CIOWaters Corp. Darren Bernardwww.waters.com Milford, Mass. CIOWebcor Builders Inc. Gregg Daviswww.webcor.com, San Mateo, Calif. Sr.VP & CIOWebMD Health Corp. William Pencewww.webmd.com New York, N.Y. Exec.VP & CTO

WellPoint Inc. Lori Beerwww.wellpoint.com Indianapolis, Ind. Exec.VP & CIOWells Fargo & Co. Avid Modjtabaiwww.wellsfargo.com San Francisco, Calif. Exec.VP,Technology and OperationsWerner Enterprises Inc. Anthony DeCantiwww.werner.com Omaha, Neb. VP of Analysis & Information SystemsWest Bend Mutual Insurance Co. Jeff A.Frazeewww.thesilverlining.com West Bend,Wis. Sr.VP & CIOWest Interactive Corp. Greg Bishopwww.westinteractive.com Omaha, Neb. Sr.VP Business SolutionsWestern Corporate Federal Credit Union (WesCorp) Christopher R.Barberwww.wescorp.org San Dimas, Calif. Sr.VP & CIOWet Seal Inc. Jon Kubowww.wetsealinc.com Foothill Ranch, Calif. CIOWheels Inc. Steven Looswww.wheels.com Des Plaines, Ill. VP of IT & CIOWhitney Holding Corp. Francisco De Armaswww.whitneybank.com New Orleans, La. Exec.VP of Operations & Tech. Div. & CIOWilliam Beaumont Hospital Paul Peabodywww.beaumonthospitals.com Troy, Mich. VP & CIOWind River Systems Inc. Scott Fentonwww.windriver.com Alameda, Calif. VP & CIOWinWholesale Inc. Steve Hangenwww.winwholesale.com Dayton, Ohio CIOWipro Technologies Laxman K.Badigawww.wipro.com Mountain View, Calif. CIOWMS Industries Inc. Mike Zanillowww.wms.com Waukegan, Ill. CIOWuesthoff Health System David L.Barnhartwww.wuesthoff.org Rockledge, Fla. CIOW.W.Grainger Inc. Timothy M.Ferrarellwww.grainger.com Lake Forest, Ill. Sr.VP & CIOWyndham Hotel Group LLC Venky Rangachariwww.wyndhamworldwide.com Parsippany, N.J. CTOXcel Energy Inc. Michael Lambwww.xcelenergy.com Minneapolis, Minn. Managing Director, Business SystemsXerox Corp. John McDermottwww.xerox.com Norwalk, Conn. Corp.VP & CIOXL Capital Ltd. Ursaline Foleywww.xlcapital.com Stamford, Conn. Sr.VP & CIO XL ReinsuranceXO Communications Robert Gellerwww.xo.com Herndon,Va. CIOYRC Worldwide Inc. Michael Naatzwww.yrcw.com Overland Park, Kan. Exec.VP & Chief Info. and Service Officer

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Cheaper, faster, better isn’t just the rallying cry of private-sector organizations.These 10 get that more than most. By John Foley

T professionals in government, as in all industries, are underpressure. Sure, resources are tight, and legacy IT systems andprocesses are the norm, but there’s also a growing expectationamong the public that government agencies be more transpar-ent and efficient and that their services be Web-enabled. What

are government IT organizations to do?Many are getting creative in how they apply technology to meet their

mandates. At the local, state, and federal levels, government technolo-gists are employing Web 2.0 tools, cloud computing, and new applica-tions and systems.“There are innovators throughout government,”saysTim O’Reilly, CEO of O’Reilly Media, co-sponsor of the Gov 2.0 Summitand Gov 2.0 Expo Showcase with TechWeb, publisher of Information-Week. O’Reilly says the Obama administration’s emphasis on transpar-ent, participatory government gives government IT pros “air cover” fordoing things differently.“I’m seeing a lot of receptivity,” he says.

In our July 6 report,“Government IT On The Leading Edge,” Informa-tionWeek Government profiled a handful of government technology

projects that are representative ofa new way of doing things, includ-ing the Transportation SecurityAgency’s Idea Factory Web site,Darpa’s Personal Assistant thatLearns, and NASA’s work on dis-ruption-tolerant networking.

Those examples are but a sam-pling. In April, InformationWeekGovernment invited governmentagencies to tell us about theirmost innovative IT projects, anddozens of nominations poured in.What follows are 10 of the mostcompelling examples.

California Public Utilities Commission

Carolyn Lawson, CIO of the Cali-fornia Public Utilities Commission,which oversees the state’s electric,natural gas, telecom, water, andpublic transportation sectors, hascreated a software-as-a-serviceenvironment called Open Cam-pus. It lets employees conductvideoconferences, share secureinstant messages, and access col-laboration tools over a wirelessnetwork.The Open Campus archi-tecture supports secure comput-ing through a combination ofthin-client devices, an SSL VPN,and shared storage. For an invest-ment of about $100,000, Open


GovernmentInnovators

IThe Department of Energy’s ESnet4 transmits terabytes of data inseconds, including sets generated by the Large Hadron Collider (above)[

InformationWeek


Campus should pay for itself in net-work savings alone, Lawson says.

Washington, D.C.The District of Columbia’s Office of

the CTO (the former office of federalCIO Vivek Kundra) started two yearsago with a data warehouse thatmade more than 200 data catalogsand feeds available to developers,which in turn led to an applicationdevelopment contest called Apps forDemocracy. In a span of 30 days, de-velopers created nearly 50 applica-tions, including local guides for bik-ing, parking meters, historic tours,and community gardens. For an in-vestment of about $50,000, the Of-fice of the CTO estimates that the Dis-trict was on the receiving end of $2.6million in software development.

Defense Information SystemsAgency

Borrowing a page from the opensource community, the Departmentof Defense’s Defense Information Sys-tems Agency launched Forge.mil al-most a year ago to facilitate softwaresharing among U.S.military branches.Based on CollabNet’sTeamForge andSubversion products, Forge.mil pro-vides requirements management,version control, bug tracking, docu-ment repositories, and collaborationtools to Defense developers, includ-ing civilian employees and contrac-tors.During a test phase,1,000 devel-opers participated in 50 projects.Software developed on Forge.mil canbe deployed in DISA’s cloud comput-ing environment.Plans call for portalsfor project management,certification,standards development, and on-de-mand software testing.

Department Of EnergyThe Department of Energy’s En-

ergy Sciences Network (ESnet) has

developed a network that cantransmit terabytes of data in sec-onds. ESnet’s ESnet4 network, com-pleted late last year, was built inpartnership with the Internet2 con-sortium to support the transfer of,and access to, huge data sets, in-cluding those generated by theLarge Hadron Collider. Combiningpacket and circuit switching forflexibility and resiliency, ESnet4 in-corporates an ESnet-developedprotocol called Oscars (for On-De-mand Secure Circuits and Ad-vanced Reservation System) thatlets researchers request bandwidthas needed.

National Institutes Of HealthThe National Institutes of Health’s

Federated Identity Service ad-dresses one of the main obstacles allgovernment agencies face in shar-ing information with the public: ac-cessibility. The service lets author-ized users at hospitals, universities,and national labs, and in pharma-ceutical and biotech research,accessNIH databases and information viatheir organizations’existing authen-tication processes. The service pro-vides secure, single-sign-on accessto more than a dozen applications,such as a National Center for Re-search Resources wiki used by 1,200members at 38 universities.

California Department Of ChildSupport Services

California’s statewide Child Sup-port Automated System shows thatit’s possible to replace outdated, dis-parate computer systems with amodern, Web-based system thatworks better at lower cost. A mile-stone was reached in Novemberwhen the last of California’s 58 coun-ties moved over to the new system,letting case workers across the stateview and update 1.7 million cases.The system, which features anApache Web Server back-end and In-ternet Explorer front end, supplantsmore than a half-dozen older sys-tems. Data quality and privacy haveimproved and cross-jurisdictionalcase processing is more efficient.

Federal Health ArchitectureElectronic medical records may be

the future of healthcare, but it willtake system interoperability to get usthere. The Federal Health Architec-ture worked with federal agencies todevelop open source software,calledConnect,that serves as a gateway forexchanging health data among gov-ernment agencies and the privatesector. Connect functions as an “onramp” to the Nationwide Health In-formation Network, the govern-ment’s conduit for e-records sharing.Earlier this year, the Social SecurityAdministration became the first fed-eral agency to use Connect to tie into NIHN.Likewise,the Department ofDefense and the Department of Vet-erans Affairs are using Connect tolink their own extensive e-health sys-tems with outside healthcare andbenefits providers.

Small Business AdministrationThe Small Business Administra-

tion learned some hard lessons fromHurricane Katrina about the need to

G ove r n m e n t I n n ova t o r s

The Small Business Administration’sdisaster recovery loan app[

InformationWeek

be responsive. The SBA’s Office ofDisaster Assistance has developed aWeb-based electronic loan applica-tion intended to help displaced citi-zens in the event of a disaster.Whena user goes to the SBA’s e-loan site,he or she creates auser name and pro-vides a home, busi-ness, or, as is often thecase in a disaster zone,cell phone number. Apass code is then sentvia text or voice mes-sage to the numberprovided. Two-factorauthentication and an“identity proofing”component add secu-rity to the application,including validatinguser-provided dataagainst credit bureaudata. The system, de-signed to support upto 5,000 loan applica-tions per hour, wasused to accept 40,000applications duringthe 2008 hurricaneseason.

EnvironmentalProtection Agency

Providing environ-mental data to thepublic in an easy-to-understand formathas long been a chal-lenge for the Environ-mental ProtectionAgency.The EPA’s newMy Environment Website, launched on Earth Day 2009,serves as an information portal thatcombines data from a dozen of itsown databases with data from othersources, giving users an environ-mental snapshot of their local com-

munities. My Environment’s searchtool pulls together data on Super-fund sites, facility compliance, emis-sions, violations, ozone forecasts,and more, and the site includesFAQs, scientific information, and

links to other sources. My Environ-ment is so comprehensive, in fact,that the EPA expects the site to pro-vide information that might other-wise be requested under the Free-dom of Information Act.

Hennepin County, Minn.Like so many other government

agencies, Hennepin County’s Hu-man Services and Public Health De-partment was buckling under acrush of paperwork. The Minnesota

agency’s 2,800 em-ployees handle 20million pages of casefile documents annu-ally.To better managethat load, the countyhas implemented abrowser-based docu-ment managementsystem that replacespaper with digitizedcontent, includingscanned images andaudio and video clips.Incoming mail isscanned and deliv-ered electronically,while client corre-spondence takesplace through elec-tronic forms. Theagency created ashared master indexto facilitate clientidentity managementand for cases that in-volve multiple pro-grams. Case workersuse tablet PCs andwireless networkingto file forms remotely.The document man-agement system, de-ployed first by thecounty’s Child Sup-port Services division,is to be rolled out to

all other areas of the county depart-ment, including business partnersand individual clients.

Write to John Foley at [email protected]

G ove r n m e n t I n n ova t o r s


InformationWeek


fter a year of turbulence in the banking and finan-cial services industry, thesurvivors are looking for

innovative ways to stay competi-tive. Web 2.0 applications are theanswer for many of them.

Our survey found that 82% ofthese companies are using wikis,blogs, and other social networkingtools for internal collaboration andknowledge sharing, putting bankingand financial services among the topfive industries in terms of adoption.

Scottrade, the online investmenthouse, has made it possible for itssubject matter experts to quicklyshare information by posting contentonline. The system provides a 300%increase in the speed at which docu-ments can be disseminated through-out the company, Scottrade says.

The brokerage also has created anonline community of more than25,000 customers, says CIO IanPatterson. It gives customers theability to connect and discuss trad-ing and investing strategies, he says.

Achieving IT efficiencies is crucialsince many banking and financialservices firms are having to do morewith less. Almost 60% of industry re-spondents say their companies are onpace to lower IT and business coststhis year—though Patterson says his2009 IT budget exceeds last year’s.

Offshore outsourcing is a solutionfor many financial firms: 76% aresending some IT functions abroad,compared with 57% for all indus-tries surveyed. —Paul McDougall

([email protected])

INDUSTRIES

Banking & Financial ServicesThe following stories examinetrends in seven industries in the InformationWeek 500. Findinformation on all 21 sectors atinformationweek.com/ 500/09/industries

A snapshot of how banking and financialservices companies are innovating

Tech Innovation Web Focus

Newtypes of

collaborationsoftware

Businessintelligence

tools

Video-conferencing

Encouragingworkers to use

Web 2.0technologies

Mobileapplications

Desktopvirtualizationinfrastructure

What has been most effective:

Productivity Push

49%24% 20% 27% 16% 16%

Make business processesmore efficient

Lower IT or business costs

Introduce new IT-led productsor services

Get better business intelligenceto more employees, faster

Improve Web operationsand customer experience

Improve customer service

Improve interaction with partnersand suppliers

Create a new business modelor revenue stream

Pursue new global opportunities

Move organization towardan eco-friendly IT environment

Data: InformationWeek 500 survey of 48 banking and financial services companies

have hosted collaborativeapplications

use software as a service

deployed wikis, blogs,or social networking toolsfor external collaboration

use storage or other cloudcomputing services

Inside Banking& Financial Services




59%

53%

33%

7.6%

38%

35%

37%

47%

59%

35%

18%

27%

27%

6%

18%

27%

12%

A

Banks Build Out TheirOnline Grapevines

InformationWeek

INDUSTRIES


onsumer goods companiesare turning to business in-telligence to manage costs.

Sixty-eight percent ofconsumer goods companies saythat they plan to make BI availableto more employees more quickly,according to the InformationWeek500 survey. That percentage is sub-stantially higher than the averagefigure of 37% for all Information-Week 500 companies.

At E.&J. Gallo Winery, thelargest family-owned winery in theworld, VP and CIO Kent Kusharsays his company is using SOA ar-chitecture, SaaS, and its BI reposi-tory to optimize its product pack-aging, pricing, and channelstrategies. The goal is to deliverproductivity, inventory, and plan-ning improvements.

“It has changed the way the busi-ness operates—executives are ask-ing for and using more data, detail,and analysis,” says Kushar.

In addition to BI, upgrades toWeb operations are a priority.Among InformationWeek 500 surveyrespondents, consumer goods com-panies as a group (32%) show moreinterest in improving Web opera-tions than the average (26%).

Herbalife CIO Chuck Sperazzaexpects his company will grow itsInternet and mobile sales channels.While well-developed in theUnited States, the Internet accountsfor only about 10% to 15% of thecompany’s business globally.

—Thomas Claburn([email protected])

Consumer Goods

A snapshot of how consumer goodscompanies are innovating


Newtypes of



tools

Video-conferencing


Web 2.0technologies

Mobileapplications



Productivity Push

55%73%

14% 9% 9% 5%











Data: InformationWeek 500 survey of 22 consumer goods companies





InsideConsumer Goods




62%

67%

33%

1.5%

35%

35%

33%

50%

45%

18%

68%

32%

18%

23%

14%

14%

9%

C

BI And The Web AreFront And Center

InformationWeek

informationweek.com

INDUSTRIES

86 Sept. 14, 2009

t’s an exciting and challengingtime for healthcare compa-nies as they take on new proj-ects spurred by the federal

government’s $20 billion health ITstimulus program.

Though stimulus money doesn’tstart flowing until 2011, nearly70% of healthcare companies in theInformationWeek 500 survey expecttheir technology spending in 2009to exceed their 2008 spending. Thepercentage of healthcare companiesramping up spending is more thanin any other industry surveyed.

Healthcare companies surveyedsay they’re allocating 30% of theirIT budgets to new initiatives, while70% is earmarked for ongoing IToperations.

Fifty-two percent of healthcarecompanies are introducing new IT-ledproducts and services for customers,significantly higher than the 37% ofall companies surveyed. Collaborativeapplications are top of mind for thesecompanies, as well: 78% of those sur-veyed are using hosted collaborativeapplications and 71% are using wikisand blogs internally. Fifty-four per-cent of healthcare companies sur-veyed say using collaborative apps isone of the most effective steps theycan take to boost productivity, fol-lowed by business intelligence tools.

In a year, with deadlines quicklyapproaching for the first wave ofhealthcare IT stimulus rewards, it’llbe interesting to see where compa-nies are focusing.

—Marianne Kolbasuk McGee([email protected])


A snapshot of how healthcare and medicalcompanies are innovating


Newtypes of



tools

Video-conferencing


Web 2.0technologies

Mobileapplications



Productivity Push

54% 46%22%

10% 6%24%











Data: InformationWeek 500 survey of 50 healthcare and medical companies





InsideHealthcare & Medical




78%

65%

47%

2.9%

30%

69%

37%

62%

46%

52%

34%

28%

26%

6%

12%

6%

4%

I

Stimulus Spending PutsBounce In IT Budgets

InformationWeek

INDUSTRIES


T vendors see great value inadopting applications andother resources outside oftheir corporate data centers.

Uptake of software as a service con-tinues unabated, with 78% of techindustry respondents to our Infor-mationWeek 500 survey using someform of SaaS internally. That num-ber is up seven percentage pointsfrom last year.

IT also is bullish in its use of cloudcomputing, with 59% of respon-dents tapping the cloud for storage,compute power, or other uses.Cloud adoption among all industrysectors is a mere 37%, putting ITwell ahead of other industries.

“You’ve got very sophisticated in-ternal customers in technologycompanies,” says Steven Savage,corporate senior VP and CIO atCA. Those internal customers pres-sure IT departments to roll out ap-plications as quickly as possible.

Savage calls this a velocity gap.“You will only be as aligned withthe business as quickly as you candeliver new solutions to the busi-ness,” he says. “The business isusually out ahead of you so youhave to tighten the curve.” SaaSand the cloud make it easier for ITto close that gap.

Our survey data is clear that theIT companies are taking a hard lookat the cloud, and embracing thoseelements where potential risks areoutweighed by benefits such as lowcapital costs and quick user uptake.

—Andrew Conry-Murray ([email protected])


A snapshot of how informationtechnology companies are innovating


Newtypes of



tools

Video-conferencing


Web 2.0technologies

Mobileapplications



Productivity Push

53%35% 27% 31%

14% 16%











Data: InformationWeek 500 survey of 51 information technology companies





InsideInformation Technology




63%

78%

59%

3.1%

35%

44%

59%

47%

47%

43%

41%

29%

24%

20%

12%

10%

10%

I

Tech Vendors CapitalizeOn The Cloud

InformationWeek

INDUSTRIES


n an economy riddled by re-cession, the insurance indus-try is one of only a few whereIT budgets are on the rise. In

all, 55% of insurers in the Informa-tionWeek 500 say they expect 2009spending on IT to exceed last year’sspending.

Insurance companies are usingthat money to cut costs elsewhere.For example, 64% of insuranceindustry respondents to the sur-vey say that making businessprocesses more efficient is a toppriority.

Allstate, for example, is trans-forming its IT organization to“move faster, better and cheaper,”especially when it comes to cus-tomer service, says Anthony Abbat-tista, the company’s VP of technol-ogy solutions.

At The Hartford, CIO BrianO’Connell’s organization is focusedon cutting costs through consolida-tion and virtualization.

Preferred Care Partners is work-ing the efficiency angle by invest-ing in Medicare CRM integration, anew claims processing system, andpushing providers and hospitals to-ward more use of EDI.

And as a whole, the insurance in-dustry is increasing support fortelecommuting and remote work-ers. In all, 48% of insurers sur-veyed—more than in any other in-dustry—say that this has been oneof the most effective ways to in-crease worker productivity.

—J. Nicholas Hoover([email protected])

Insurance

A snapshot of how insurancecompanies are innovating


Newtypes of



tools

Video-conferencing


Web 2.0technologies

Mobileapplications



Productivity Push

58% 48%

3%21% 12% 9%











Data: InformationWeek 500 survey of 34 insurance companies





Inside Insurance




55%

48%

30%

3.4%

35%

55%

42%

64%

33%

39%

27%

27%

30%

24%

15%

9%

6%

I

Insurers Spend On IT To Cut Costs Elsewhere

InformationWeek

INDUSTRIES


ogistics companies spendless on IT than others, andthat portion of the budgethas been hit harder in this

industry than in others.“We’re tightening our budget to

ride this out until the economy getsbetter,” says Dennis Polsen, execu-tive VP of information systems atthe Hub Group, a logistics brokerthat connects shippers with com-panies with merchandise thatneeds shipping. More than half(58%) of logistics companies sur-veyed in the InformationWeek 500cut IT spending this year comparedwith last year, while overall only42% of companies cut spending.

Not everyone is cutting back.Some 8% of logistics companiessurveyed, compared with 21%across all sectors, are keeping ITspending constant. Logistics com-panies are keeping a strong focuson improving business process.Almost two-thirds (61%) saymaking business processes moreefficient is a priority. Other priori-ties are lowering IT costs (42%)and getting better business intelli-gence to more employees morequickly (42%).

More than three quarters (77%)of CIOs in the logistics industry re-port to the CEO or president,which is much higher than theoverall 41%. CIOs in logistics arefocused on IT, with 67% having noofficial responsibilities outside ofIT, compared with 48% across allsectors. —Mitch Wagner

([email protected])


A snapshot of how logistics andtransportation companies are innovating


Newtypes of



tools

Video-conferencing


Web 2.0technologies

Mobileapplications



Productivity Push

58% 55%

6% 3%32%

10%











Data: InformationWeek 500 survey of 31 logistics and transportation companies





Inside Logistics& Transportation




71%

68%

23%

1.7%

36%

34%

35%

61%

42%

23%

42%

32%

35%

16%

16%

13%

3%

L

Hard-Hit IndustryMakes Deep Cuts In IT

InformationWeek

INDUSTRIES


he manufacturing indus-try depends on eff i-ciency, but efficient oper-ations are possible only

with close collaboration both in-ternally and throughout the sup-ply chain.

That’s why manufacturers areahead of other industries when itcomes to collaboration software.Sixty-six percent of manufacturersdeployed new collaboration toolsin the past year, compared with58% of all respondents to the Infor-mationWeek 500 survey.

Aerojet, the highest-rankedmanufacturing company on thisyear’s InformationWeek 500, usesMicrosoft SharePoint for engineer-ing collaboration, says CIO CraigHalterman. “If there’s a space en-gineer in Redmond and we wanthim for a project in Sacramento,we can cut down on the traveland logistics,” Halterman says.“We can let people stay wherethey are, and leverage them, with-out any kind of adverse affect.”

Given the reach of today’s sup-ply chains, manufacturers also arethinking globally. Sixty-four per-cent of manufacturing industrysurvey respondents are makingglobal support and developmentpart of most IT employees’ regularjobs, compared with 42% of all re-spondents. Fifty-five percent ofmanufacturers involve IT employ-ees in global business operations,compared with 38% of all respon-dents. —Mary Hayes Weier

([email protected])

Manufacturing

A snapshot of how manufacturingcompanies are innovating


Newtypes of



tools

Video-conferencing


Web 2.0technologies

Mobileapplications



Productivity Push

66%40% 30%

15% 17% 8%











Data: InformationWeek 500 survey of 53 manufacturing companies





Inside Manufacturing




56%

62%

27%

1.8%31%33%

37%

68%

40%

25%

43%

26%

21%

25%

8%

19%

9%

T

Collaboration Is Key To Increased Efficiency

InformationWeek


It’s both a tough time and an exciting timeto be in IT. It’s exciting because the sys-tems and services that IT offers business

can provide true competitive advantages.While there’s nothing more energizing thanbeing at the center of what drives business,the reality is that most IT organizations havefewer resources to work with than a year ortwo ago. And that reality makes it harderthan ever to evaluate, purchase, and imple-ment the new technologies that can make adifference.

To help with that chal-lenge, we’ve merged twoof our premium-contentproducts, Information-Week Reports and Infor-mationWeek Analytics intoa single site under the An-alytics name. Please visitthe new, registration-based site at analytics.informationweek.com.

You’ll find we’ve di-vided content into twotypes. Analytics Briefsare short, easily di-gestible pieces that giveyou a quick look atemerging technologies,new products, and market trends. AnalyticsReports are longer and usually are based onInformationWeek’s market-leading research,complemented by analysis from expertswho’ve done actual implementations of thetechnologies being discussed.

In survey after survey, you’ve told us thatthe source you trust most for technology andproduct advice is your peers. By combiningresearch with that expert analysis, we giveyou both a broad view of how your peers areapproaching a new technology and the bestpractices learned through real-world, hands-

on implementations. Most of our content isarranged by technology category so you canquickly find what you’re looking for.

Just The BeginningThis new site will serve as the basis for fu-

ture improvements. In the short run, look forcontent sections devoted to certain verticalsectors like healthcare and government. We’llalso be adding video downloads that demon-strate new technologies and concepts.

Our new site design isjust the beginning in oureffort to bring youtimely and highly ac-tionable informationthat will help you makethe right decisions aboutwhich technologies toadopt and when andhow to adopt them.

For instance, you’llsee us work moreclosely with other siteswithin the Information-Week Business Technol-ogy Network, such asGlobal CIO, NetworkComputing, and DarkReading . We’ l l help

bring the InformationWeek Analytics researchperspective to the great coverage those sitesprovide.

As always, we’re looking for feedback. Letus know what you think of the new site andtell us how we can make it even better. Justdrop me an e-mail at the address below.

Art Wittmann is director of InformationWeekAnalytics, a portfolio of decision-support toolsand analyst reports. You can write to him [email protected]. Register to see allreports at analytics.informationweek.com.

InformationWeek Analytics Has A New Home

practicalAnalysisA R T W I T T M A N N

We’ve built a one-stop

destination for the

real-world, hands-on

information you need

to evaluate, purchase,

and implement new

technologies

Gone are the days when most IT proscould succeed without a deep under-standing of boardroom priorities.

Profit and loss, cash flow, customer acquisi-tion and retention, governance and regula-tory compliance, productivity, and return oninvestment aren’t just CEO, CFO, and COOconsiderations. Every CIO and business tech-nology team must breathe the boardroom air.

At this week’s InformationWeek 500 Confer-ence in Dana Point, Calif., a who’s who ofCEOs, CIOs, CTOs, and other business tech-nology leaders are discussing and debatingthe critical issues of the day, under the theme“Navigating The Boardroom.” The center-piece of the conference is a celebration of theInformationWeek 500—the “relentless innova-tors,” as we call them in this special issue ofthe magazine. They’re 500 tech-driven organ-izations with the smarts and gumption to un-lock new markets, revenue sources, and busi-ness models, often with smaller budgets andfewer people.

Every technology project evaluated by No.3 company Progressive Insurance (p. 36), forexample, must meet two key objectives set bythe CEO and CIO: speed to market (did theproject’s business and technology stakeholdersdeliver in the time frame they promised, and ifnot, why not); and “financial throughput” (thehard ROI). The company’s new Name YourPrice application, a Flash-based app that givescustomers a novel way to get quotes on poli-cies, is now at the center of the company’s ad-vertising and value proposition. Such develop-ment doesn’t happen in an IT vacuum.

The IT organization of No. 5 companySalesforce.com (p. 40) is among the most

board-savvy among InformationWeek 500companies. Given that Salesforce is a techvendor, its IT department actually sits in theR&D organization, so that cloud-based inno-vations that spring from the company’s prod-uct labs can be put into practice internallyfrom the get-go. No longer do Salesforce de-velopers hunker down for months testingcustomized software that serves only internalneeds. “We finally have the opportunity tobecome part of the roundtable for discussingbusiness activity and function,” says TraeChancellor, VP of enterprise strategy—andpreviously the company’s CIO.

But not every CIO is a game-changer; notevery IT organization is up to the strategicchallenge. A recent IBM study of 2,598 CIOsin 78 countries, analyzed astutely by my col-league Bob Evans (p. 18), finds that CIOs athigh-growth companies are far more in-volved in setting strategy, driving innovation,engaging with customers, and optimizingbusiness processes than are CIOs at low-growth companies. For example, when askedif they co-create business strategy with fellowexecs, 74% of CIOs at high-growth compa-nies said they do, compared with only 61%of CIOs at low-growth companies.

If you were thrown into a boardroom ses-sion, how comfortable would you be in ar-ticulating the business value of the tech-nology you build or oversee? The answershould tell you a lot about your value toyour organization.

Rob Preston is VP and editor in chief of InformationWeek. You can write to Rob [email protected].

Do You Have Boardroom Chops?

Profit and loss,

cash flow, customer

acquisition and

retention, governance,

and ROI aren’t just

issues for the CEO, CFO,

and COO

R O B P R E S TO N


Businessdown tofrom the edi tor

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Relentless Innovators · 8 Sept.14,2009 informationweek.com Print, Online, Newsletters, Events,...

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Transcript of Relentless Innovators · 8 Sept.14,2009 informationweek.com Print, Online, Newsletters, Events,...