Informationweek.Com Has Accelerated the Pace of Business Technology Innovation

Our 23rd Annual Ranking

THE BUSINESS VALUE OF TECHNOLOGY SEPT. 19, 2011

TheNeed For Speed The consumer e!ect informationweek.com has accelerated the pace of business technology innovation. These companies are leading the way.

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Copyright 2011 UBM LLC. Important Note: This PDF is provided solely as a reader service. It is not intended for reproduction or public distribution. For article reprints, e-prints and permissions please contact: Wright’s Reprints, 1-877-652-5295 / [email protected] COTHE BUSINESS VALUEN OF TECHNOLOGY TENSept. 19, 2011 Issue 1,309 TS 45 Top 250 Ranked list of business technology leaders 53 All 500 Full alphabetized list of this year’s winners, with regional insights

65 20 Great Ideas Get inspired by these companies using technology to cut down on employee 13 Fast And Focused theft, ease patients’ Nine lessons gleaned pain, streamline from this year’s earthquake relief efforts, and more InformationWeek 500 COVER STORY

ANIES MP research O C E V I

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A A A

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O O E E O O E E 5 5 K K

1 TOP FIVE COMPANIES

27 A Perfect Fit Levi Strauss uses social media to redefine how it relates to its customers

31 The Right Price Waste Management brings automation and discipline to pricing

IT As Moneymaker Quintiles’ cloud services help IT Drives Innovation 35 21 get drugs to market faster and generate revenue PACCAR’s focus on in-vehicle electronics during a brutal recession puts it at the top 39 Big, Fast Data Catalina Marketing aims to deliver 31 of this year’s IW 500 more real-time insights for its retail customers

informationweek.com Sept. 19, 2011 3 [CONTENTS]

8 Global CIO Watch for these warning signs before your IT organization is labeled “too slow” 10 Practical Analysis Our research highlights fascinating differences between the server and virtualization markets 77 Business Value Innovators Whether it’s with analytics, mobile apps, or 96 Down To Business tracking technology, these eight companies IT leaders can’t be so afraid of failure that they are focused on using IT to drive results never implement a big, game-changing IT project

6 Editorial Contacts 6 Advertiser Index

Find more at informationweek.com/500 : Download the free 2011 InformationWeek 500 report with all of this year’s research data : Meet the CIOs at our top 10 companies : View slideshows on the top innovators in 92 Government Innovators healthcare and government, plus great ideas Across the country, 15 agencies you can steal for your company embark on IT initiatives to deliver better, more efficient services at lower costs : Apply for next year’s InformationWeek 500

upcoming events: Virtual IW 500 Can’t attend the InformationWeek 500 Conference? Join us for an online virtual event featuring the best of the conference plus all-new material. informationweek.com/500/11/virtual October 6

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6 Sept. 19, 2011 informationweek.com globalCIO CHRIS MURPHY

Warning Signs An IT Organization Is Too Slow

ad things happen if an IT organization cloud services do and don’t make sense. gets a reputation for being slow. Busi- Marketing And IT Don’t Talk: Marketing Bness units then work around IT and is now a tech-driven discipline, but the his- don’t consider broader company needs. And torical gulf between IT and marketing de- IT ends up coming late to initiatives where partments remains at many companies. its expertise was sorely needed. Nearly two-thirds of respondents to a survey Here are eight warning signs that business of chief marketing officers and CIOs last year units perceive IT as too slow. said they had problems implementing mar- IT Is Left Out On Mobile Apps: Mobile keting technology systems. The main reason There are worse apps are the hottest area of enterprise software, cited? IT gives it a low priority. so chances are that several business units are iPhone? What iPhone? Do employees things for an IT working on smartphone and tablet apps for sneak their smartphones and iPads into the customers or employees. IT shouldn’t worry if company rather than risk having them banned organization the company hires an outside firm to do the if they ask IT what they can do with them? to be labeled, actual development. But if those busi- Employees who aren’t allowed to use B A L C ness unit leaders want a mobile app O I what they consider cutting-edge L O but not many and the first call they make isn’t to G mobile devices will inevitably see a peer on the IT team, chances are IT as behind the times. they don’t trust IT to meet their Shadow IT SaaS Explosion: IT aggressive timeframe. shops that find unauthorized SaaS Security Trumps All: Informa- implementations must question tion security is one of IT’s fundamen- whether business units went rogue be- tal roles—if IT doesn’t marshal it, who cause they thought IT would take too long. will? Nonetheless, if business units believe IT Isn’t Part Of New Product Develop- there’s no risk the IT organization will accept, ment: More companies are embedding IT into that IT won’t move forward until every security the product experience, from cars that tap mo- contingency is closed, they’ll just start making bile data to running shoes with iPhone integra- those risk judgments without IT’s input. And tion. Fast-paced IT organizations must be part that’s scary. Business teams need IT’s security of the discussion of what’s possible. If IT isn’t expertise, but they need to know IT will make in these conversations, it will by definition be risk assessments in a business context. lagging behind the company’s best ideas. New Computing Capacity = Months: IT Doesn’t Work With Startups: IT teams Companies need a data center architecture can’t chase every startup’s flashy new innova- that can react to changing demand and new tion. But IT does need to spend time with se- projects. The fact is that Amazon can deliver lect startups on the cutting edge of products server capacity in minutes, and internal IT will and processes related to a company’s particu- be compared to that, and a month(s)-long lar competitive advantage. IT will be judged server provisioning process is unacceptable. not only on its speed of implementation but Your organization doesn’t need to match Ama- also on its speed of thought—whether it’s zon, and a good answer might be, “Well, use sparking new ideas ahead of the competition. Amazon if you really need generic server capacity in minutes.” But IT needs to help busi- Chris Murphy is editor of InformationWeek. ness colleagues understand where public Write him at [email protected].

8 Sept. 19, 2011 informationweek.com practicalAnalysis ART WITTMANN

Servers And Virtualization: A Tale Of Two Markets

he results from two annual Informa- customers buy, they’re buying more IBM tionWeek surveys—State of Server products than Cisco products. But buyers are TTechnology and Virtualization Man- willing to at least give Cisco’s servers a test agement—provide fascinating contrasts be- run, and in a market this mature, that’s a sig- tween a mature market and an evolving one. nificant achievement. The results from the server survey show that In the non-x86 sector, the fracas over Or- everything from technical criteria used to eval- acle’s claims that HP and Intel are plotting an uate systems to installation methods to form early death for Itanium has left a clear win- factor preference is remarkably unchanged ner: IBM. Cisco shows compared with last year’s results. Because al- If the server market is a study in slow, de- most every IT shop already owns the servers liberate change, then the virtualization mar- surprising strength it needs, changes in buying preference occur ket is a study in the classic technology adop- on three- to four-year replacement cycles. tion curve. Last year, 69% of respondents to in the slow-changing Changes do happen, but not quickly. our survey were looking to consolidate serv - server sector; An exception to that rule is vendor prefer- ers via virtualization; this year, that percent- ence. Brand comes way down the list of fea- age is down to 54%. Moving up the list of virtualization usage tures that matter to server buyers—survey re- drivers are more sophisticated uses of virtu- spondents ranked it 10th, well behind the top alization—business continuity (50% cited it is all over the map three features: memory capacity, processing this year, 31% last year) and high availability capacity, and networking capabilities. Brand (49% vs. 25%). is still important to server buyers, but if ven- Production use of virtualization is still all dors miss on any of the top-level features, over the map. Some respondents report that customers will drop them like a bad habit. they’ve virtualized 100% of their systems, In a year that could have spawned a server while others tell us they don’t use much vir- reality show called Vendors Behaving Badly, it’s tualization at all in their production environ- not surprising that there’s been some move- ments but use it instead for testing and veri- ment in vendor preference. Among x86 server fication. Our 2010 survey revealed a nice bell vendors, Cisco is now considered the No. 4 curve for anticipated adoption of virtualiza- choice behind Dell, Hewlett-Packard, and tion for production environments, with the IBM, with Sun/Oracle dropping to No. 5. median at about 40%. This year, the median Even more interesting, Cisco’s servers are sta- is closer to 65%. tistically tied with IBM’s blade systems in While 79% describe their server virtualiza- terms of those reporting systems currently in tion as extensive, only 27% say they use stor- use (24%) and those planning use (12%). age virtualization extensively, and desktop, That’s a significant gain for Cisco from 2010, network, and I/O virtualization run at 11%, when just 6% of survey respondents said they 10%, and 10%, respectively. The bottom line: used its servers and 16% planned to use them. IT organizations are still closer to the begin- IDC’s server market share numbers show ning of their virtualization trek than the end. similar results, though not quite as favorable for Cisco. IDC’s numbers show units Art Wittmann is director of InformationWeek shipped, whereas our numbers show the Reports, a portfolio of decision-support tools number of organizations using each vendor’s and analyst reports. You can write to him at products. The differences indicate that when [email protected].

10 Sept. 19, 2011 informationweek.com Fast, Focused, RESEARCH And Better Funded By Chris Murphy

or the new look of business technology innovation, check out the dashboard of a Peterbilt semitrailer truck, which can tell the driver how the engine’s performing Fand whether his rig can fit under that bridge along his route. Or check out a Waste Management trash compactor equipped with a sensor and a mobile device that phones home for pickup when it’s full. Or consider a virtual-reality headset at a Lehigh Valley Health hospital that distracts a burn patient while her bandages are changed, replacing heavy-duty painkillers. Or log in to a Vail Resorts smartphone app that lets snowboarders know how many vertical feet they’ve ridden and automatically posts that information to their Facebook pages. Some of the most interesting uses of information technology today have it as part of the product that a customer experiences, not just supporting back-end processes. IT as part of the product accelerates the speed at which business technology teams must work, as they need to be out front helping lead the innovation cycle. We also see IT teams adopting technology approaches like cloud computing and agile development in order to meet business needs more quickly. The InformationWeek 500 data offers insights into the strategies of the U.S.’s most innovative business technology users. Our extensive research includes both statistical analysis and qualitative assessments of these 500 companies’ innovation projects. In analyzing the research results of this year’s Information- Week 500 ranking, we present nine critical trends.

1. IT Is Part Of The Product At A Growing Number Of IW 500 Companies Forty-five percent of companies in our ranking put “introduce new IT-led products or services for our customers” among the top three ways they plan to innovate this year. That’s up from 37% in 2009. Perhaps

informationweek.com Sept. 19, 2011 13 Visit informationweek.com/500 for a free report with all the IW 500 research data, plus a link to apply INFORMATIONWEEK for next year’s ranking

2011 Innovation Priorities in corporate polices; “bring your Make business processes more efficient own apps” is not. 54% Introduce new IT-led products or services for our customers 3. Enterprise 2.0: Collaboration, 45% Yes; Integration, No Get better business intelligence to more employees, more quickly As with the consumerization of IT, 40% let’s distinguish between what is and Improve Web operations and customer experience isn’t taking off in what’s known as En- 30% terprise 2.0. Business collaboration is Lower IT and business costs changing dramatically thanks to Web 29% and consumer technology. Remem- Engage customers in new ways ber when wikis and blogs were an 26% experiment? In 2009 just 42% of IW 500 companies used wikis, blogs, or Improve customer service 22% social networking tools to collaborate Data: InformationWeek Survey of 2011 InformationWeek 500 executives, June 2011 with customers, suppliers, and partners. Today, 77% do. That’s about as that finding isn’t surprising, given doubt that consumer technology is fast as we’ve ever seen a technology the renewed focus on growth as driving innovation, and it’s putting area move from experiment to stan- companies emerge from the reces- a lot of pressure on IT teams to let dard operating procedure. sion, but even back in 2008, it was people use consumer devices and But integration isn’t changing at just 39%. apps at work. IT organizations must the same pace. In particular, the This product focus will change start delivering business IT that’s as whole notion of mashups—easy in- Innovation Trends Innovation how IT organizations operate. powerful and easy to use as the stuff tegration of Web-based data Those that focus too much on in- employees use at home. streams—has sputtered. We used to ternal matters—exclusively on op- The consumerization litmus test talk about mashups with great antic- erational efficiency and cost cut- has been whether companies let ipation, looking forward to the day ting—risk losing relevance. IT employees use their personal smart- when people would easily combine teams must embrace a build-learn- phones for work. In another survey different data sources in creative adapt mentality, a flexibility that this year, InformationWeek found new ways. Government IT leaders lets them anticipate and react that 63% of respondents’ companies often cite the potential of mashups quickly to the changing needs of let employees connect personal de- built by citizens as they make more customers. vices to the company network. IT public data Web accessible. The IT-as-product movement will shops that maintain a blanket ban Yet just 46% of IW 500 companies also attract new kinds of people into are running out of excuses. The say they’re combining Web content, the profession, predicts Vail Resorts U.S. Army is experimenting with enterprise content, and apps in new CIO Robert Urwiler. Urwiler doesn’t iPhones and Android smartphones ways. That’s little changed from a require that his people be avid for troops in the field. Your com- year ago (48%) and 2009 (42%). skiers or snowboarders, but that pany’s information is more sensitive When people talk about mashups, helps, since he needs a core of tech- than theirs? they almost invariably cite integra- nology people who think like their But the IW 500 research suggests tion with Google Maps, which has customers. No matter the industry, the consumerization of IT isn’t an indeed yielded some very nifty apps. IT organizations will need people anything-goes environment. When But Google Maps mashups might with a creative, product develop- we asked about Web technologies turn out to be the exception, not the ment mindset. in use, just 28% say they encour- start of a big new integration trend. age employees to use consumer- 2. The Consumerization Of IT oriented applications they find use- 4. The Cloud Is Real, So Get On Isn’t A Free-For-All ful. That’s barely changed from two With It Let’s be careful about what we years ago (25% in 2009) and down IT pros grumble that they’re tired mean when we talk about the “con- from 2008 (30%). “Bring your own of hearing about the cloud. Fine, sumerization of IT.” There’s zero device” is becoming commonplace then call it something else, but don’t

14 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

pretend there’s not a really good CIO Responsibility Outside IT reason everyone’s talking about Telecommunications cloud computing. What’s critical is 64% to articulate what kind of cloud computing is worth talking about. Business process management and improvement 32% Seventy-nine percent of IW 500 companies say they use software as Innovation 30% a service, compared with 61% two years ago. Core ERP or any other Procurement 12% transaction-heavy application is still a stretch for SaaS, but if IT organi- Operations zations are shopping for CRM, HR, 10% email, collaboration, and most other Global business services software, it needs to at least con- 9% sider SaaS options. Logistics and supply chain Fifty-nine percent of IW 500 com- 4% panies are using infrastructure as a HR service, such as compute and storage 1% capacity served up on demand by Other Amazon, up from 37% two years ago. 27% Speed is often the driver here, espe- Our CIO isn’t officially responsible for any areas outside of IT cially in application development and 17% testing environments, letting users Data: InformationWeek Survey of 2011 InformationWeek 500 executives, June 2011 Innovation Trends Innovation scale capacity up and down quickly. But some companies are giving em- cern, and we aren’t seeing many vi- on a common software infrastruc- ployees outside IT access to cloud in- tal production systems run on pub- ture—operating system, file system, frastructure, to let them speed up lic infrastructure services. But we storage management, and cluster their work. Eli Lilly scientists, for ex- are seeing companiesR turn their own software—so it can shift workloads ample, are using Amazon’s cloud- data centers into private clouds that to meet demand. based server service in support of mimic the public cloud’s flexibility. Development platforms as a serv- early-stage research. AMD, for example, is putting ice, such as Microsoft’s Azure, Sales- Security remains the biggest con- 15,000 servers and storage devices force’s Force.com, and Google’s App How The InformationWeek 500 Are Selected

his marks the 23rd year the InformationWeek 500 mationWeek editors, who determine the ﬁnal ranking. shines a spotlight on IT innovation by identifying The data is aggregated across all InformationWeek 500 and recognizing business technology teams that companies and by industry. Individual responses are kept have made a notable difference in how their conﬁdential and individual company data is never disclosed Tcompanies do business. without permission. The InformationWeek 500 is open to companies with rev- The 2012 IW 500 application period opens in December. enue of $250 million or more. (This year we made a few ex- You can preregister for next year at informationweek.com/ ceptions by considering some companies just below that 500/prereg. For more information, visit the InformationWeek cutoff that were highly IT-intensive.) Qualifying companies 500 Resource Center: informationweek.com/iw500 . Send ques- must complete a rigorous application about their business tions about the process to [email protected]. technology strategies. The process is both quantitative and A report on the 2011 InformationWeek 500, which includes qualitative, whereby applicants are ranked based on their all the aggregated data from the survey including IT spending responses to a questionnaire and are also evaluated based broken down by 21 industries, can be downloaded at on the innovation they outline in an essay submission. informationweek.com/analytics/2011/500. The report is Completed applications are reviewed by a panel of Infor- free with registration.—Heather Vallis ([email protected])

16 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

Engine, remain on the cutting edge, Many IT shops we talk with have making customer connections, com- with just 19% of the IW 500 using parallel goals—help grow revenue, panies also have begun to develop them, compared with 17% last year. yes, but also help cut business some of that talent in-house. Today, the strongest case for plat- costs. Waste Management is leaning But as mobile app development form as a service is for companies on IT to help it increase revenue by becomes more routine, companies that are developing apps that they $3 billion to $5 billion in three to with strong offshore vendors may plan to run in a cloud infrastruc- four years, while at the same time look to them to do that work. It’s ture. Still, much of that work ap- cut $1 billion in costs. worth watching to see if out- pears to be in the pilot stage. sourcers in India and elsewhere The problem with “cloud” isn’t 6. Budget Discipline Remains build competencies that capture that the idea’s oversold. It’s that While IT budgets the past two more mobile app dev work. one term is used to describe very year are rebounding from the 2009 different things. Software as a serv- plunge, spending remains tight as a 8. Banks Are Still Spending ice is routine, used by eight out of percentage of revenue, at 3%. So The recession centered on the 10 IW 500 companies, while plat- while budgets fall and rise, the gen- banking industry, so it’s notable to see form as a service is cutting edge, eral trend we’ve seen over the past banks spending aggressively on IT. used by two out of 10. Yet “cloud” decade has been smaller IT spending They’re spending on average 8.7% of is used to describe both. as a share of revenue. Between 2001 revenue on IT, compared with 7.6% and 2004, IT spending ranged from in 2009, at the trough of the financial 5. Budget Pressure Has Eased 3.4% to 3.9%. Between 2008 and crisis, and 10% back in 2005, when Given the weak economic recov- 2011, it ranged from 2.7% to 3.0%. the industry’s IT spending as a per- ery, it’s surprising how much the centage of revenue reached its peak. pressure to cut business and IT 7. The “Great IT Globalization” Banks remain the biggest spenders on Innovation Trends Innovation spending has eased in the past year. Has Leveled Off IT, by far, in the IW 500. IT vendors Just 11% of IW 500 companies ex- Fifty-nine percent of IW 500 com- are second, spending on average 5% pected their IT budgets would be re- panies outsource some of their IT to of revenue on IT. duced this year; two years ago, 42% vendors outside the U.S., compared expected a cut. More than two- with 58% last year and 57% in 9. Innovation Is The CIO’s Job thirds (69%) of companies expected 2009. Most companies have figured In 30% of IW 500 companies, the their IT budgets to exceed last year’s. out whether offshore outsourcing is CIO has formal responsibility for innovation, up from 25% last year Companies Whose IT Spending Will Exceed Previous Year’s and twice the number that had that 2011 responsibility in 2009. That trend 69% might be driven by some of the 2010 forces we describe above. IT is part 57% of the product, so its masters need 2009 to deliver new ideas. Software as a 37% service eases some of the care and Data: InformationWeek Survey of 2011 InformationWeek 500 executives, June 2011 feeding of apps, freeing up IT teams to focus more on innovation. In 2009 just 37% did; 57% in 2010. a strategy that works for them. The CIOs of our top IW 500 com- Only 29% of IW 500 companies One offshore outsourcing growth panies understand that innovation is put “lower IT or business costs” area to watch is mobile application a fundamental part of what they do, among their top three innovation development, the hottest area in en- regardless of whether it’s a formal plans for this year. In 2009, 47% terprise software, an InformationWeek part of their job descriptions. The had that cost-cutting agenda among survey earlier this year found. Anec- companies and projects profiled as their top priorities—an 18-point dotally, it seems like a lot of this work leaders in our InformationWeek 500 swing that’s the biggest move in our is being done by local specialists, articles are at the leading edge. data from recession to recovery. much the same way Web develop- It’s surprising to see cost cutting ment was done in its early days. And Write to Chris Murphy at fall so much on the priority list. since mobile apps are so critical to [email protected].

18 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

PACCAR Companies

CIO Quinn: We 5 learned to work with partners [ Top Heavy Truck Maker Revs Up IT Innovation Amid A Brutal Recession

ACCAR, a 105-year-old, pressed to travel a U.S. highway expertise in wireless, consumer elec- publicly held company without seeing one of its Peterbilt or tronics, or consumer-friendly com- with descendents of the Kenworth brand trucks. puter interfaces. This was too big an founder still at the helm, Ten years ago, the IT leadership at opportunity to drive sales by differ- Pis known for a conservative manage- PACCAR set out to craft a vision for entiating its trucks (which also in- ment style that has let it deliver 70 how electronics would change the clude DAF in Europe) to leave to straight years of profit in the cyclical trucking and freight hauling busi- makers of aftermarket electronics. business of making semitrailer ness, and what PACCAR trucks “IT functioned in the role of set- trucks. And yet, in the teeth of the would need to compete. IT staffers ting a vision of what might be pos- worst recession in decades, PACCAR circulated among the other disci- sible,” says Kyle Quinn, PACCAR’s took a risk on a major IT project. The plines of the company—from truck CIO, whose unflappable nature results can be seen inside its newest designers to parts engineers—and would be tested by the project’s trucks, part of the company’s effort talked about the growing impor- ups and downs. The vision was an to claw back from a nearly 50% tance of in-vehicle electronics. onboard network collecting data plunge in sales during the downturn. From that process, the company’s from sensors to warn of perform- PACCAR, a name derived from the business and IT leaders formed a ance problems, plus a navigation former Pacific Car and Foundry Co. consensus that PACCAR itself system crafted to truckers’ needs. located just outside Seattle, isn’t a should be the one to develop the Using pervasive wireless links to household name, but you’d be hard- electronics—even though it had no send that data back to dispatchers,

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companies could be constantly visions; he would become CIO in system. It would have a software de- updated on a truck’s location and September. The workshop was velopment kit that third parties could performance—something that had considered a success, because it use to develop additional applica- been too costly for all but the most sharpened the focus that the first tions, and it could put high-resolu- specialized truck fleets. priority was to build smart navi - tion graphics on a touch screen. At a company that pro- duced the first aerodynamic Road To Recovery semicab design in 1985, a PACCAR revenue, in billions breakthrough that changed the industry, this felt like the 2007 2008 2009 2010 right road forward. Top man- $15.22 $14.97 $8.09 $10.29 agement, right up to Mark Pigott—chairman, CEO, and great-great-grandson of company gation systems into the cab. Despite the recession and the lay-

Companies founder William Pigott Sr.—bought Then financial reality hit. PAC- offs, PACCAR’s executives decided to

5 into the idea. Once work began, lest CAR’s revenue, which had been fund development of the navigation the IT team forget the strategic growing steadily to crest at $15 bil- systems in March 2009. A seven- importance, there was the monthly lion in 2007 and again in 2008, member vehicle electronics group in Top call with either the chairman or vice crashed to $8 billion in 2009. PAC- IT pressed ahead, building the sys- chairman, asking how the project CAR eventually cut 32% of its tem on top of Windows Embedded was progressing. workforce to keep costs in line. “You Automotive 7, with Garmin geo-po- Quinn, the CIO, looks like the hate to do it,” Quinn says. “You’re sitioning tied into a driver’s user in- sort to walk a tightrope over a affecting people’s lives. But you have terface, as well as related routing and chasm and step down on the other to. IT is part of the PACCAR team.” mapping applications. PACCAR an- side without fanfare, as if it were Quinn cut staff, couldn’t hire new nounced SmartNav for Peterbilt and just part of the job. Turns out, that talent in wireless and mobile sys- NavPlus for Kenworth as options at was close to what he’d have to do. tems, and had no R&D budget to the 2010 Mid-America Trucking create an innovative new system. Show, just a year later. By May of this Recession: Now What? “We weren’t in a position to make a year, PACCAR was installing the fea- The PACCAR IT staff is strong in large capital investment,” he says. ture in dashboards of trucks. data center disciplines, including PACCAR also knew that in-vehi- Navigation systems are common- virtualization—PACCAR has virtu- cle electronics would evolve at a place in passenger cars but not in alized 70% of its data center. But in much faster pace than areas such as semitrucks. A truck navigation sys- February 2008, as it prepared to engine technology, where the com- tem needs to know details such as launch the in-vehicle electronics pany had deep expertise. “If you’re the weight restrictions along a route project, it had practically no experi- not careful, you get started and be- and how high the bridges are. “Get- ence supporting mobile applica- fore long, they’re obsolete,” Quinn ting stuck under a bridge is awk- tions, working with wireless sys- says of electronics. ward,” says Quinn, “and extremely tems, or building customer-facing So PACCAR learned how to part- embarrassing to the driver.” software. It was at that time it called ner. PACCAR’s IT unit is about 20 PACCAR partnered with Garmin a workshop of company design en- minutes down Interstate 405 from to produce a geo-positioning system gineers, IT systems developers, and Microsoft’s headquarters. Microsoft to meet those needs and to meet truck parts specialists at its Denton, had taken its Windows embedded new on-board diagnostic regula- Texas, site to brainstorm next steps. system and built an automotive layer tions set to take effect in 2013, to Quinn was then assistant general on top of it, and PACCAR used that better monitor emissions. manager of one of PACCAR’s IT di- base to build an in-cab electronics In addition to navigation, the

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touch screen presents the driver truck buyers and fleet managers. “A PACCAR IT pros knew the trucking with six “virtual gauges” displaying refrigerated truck that’s carrying industry’s needs but relied on Sig- engine performance. PACCAR will milk or meat, if it gets hung up in a nalSet staff, many of them recent add 22 more in the next generation, mountain pass with a failed alterna- college graduates, to create the sys- a change that will require only an tor, the cargo will spoil if the fleet tem components. “We established a update to the software. manager knows nothing about it,” good balance between youth and Partnerships with Microsoft and says Satish Iyer, vehicle software experience,” Iyer says. Garmin were critical to the in-dash systems manager for the Trucker- system. But the next goal—creating Link project. The problem with ex- New Skills For A New Age a continuous wireless link from the isting aftermarket options is that PACCAR’s projects did more than truck—was much harder, and they relied on one cellular network, put vital, customer-facing new tech- would take a bigger leap of faith which invariably had some gaps. nology into its products amid a hor- with a new partner. TruckerLink uses SignalSet’s mo- rible economy. The projects also dem, which finds the strongest sig- dared the 275 PACCAR employees

Companies Unknown, Untested Startup nal, whether it’s a GSM or CDMA assigned to them to consider new

5 The same seven PACCAR IT pros network. The startup had deals with ways to collaborate with outsiders. “I who had worked on SmartNav and Sprint and T-Mobile to provide serv- think we’ve learned some things on NavPlus (plus whomever else they ice, and its technology would switch this innovation journey,” Quinn says. Top could temporarily recruit to help) between them. To work on TruckerLink, the com- turned their attention to TruckerLink With PACCAR as a customer and pany created a collaboration room in 2010. The idea was to continu- national deals for access to cellular dubbed the Foundry. An open space filled with orange and blue chairs and carpeting, it has a gray swath running PACCAR had the vision for in-vehicle electronics, down the middle that instantly became known as “the road.” Rob Bran- but it lacked the in-house skills and was facing a son, director of global infrastructure solutions and a member of the Truck- downturn that cut its revenue nearly in half. erLink team, tries to make a point to use the Foundry once or twice a week to talk to colleagues or vendors ously relay location and diagnostic networks, SignalSet snared $6 mil- he wouldn’t otherwise meet with. information from the truck, but the lion in venture capital in April of Now, even as PACCAR bounces team was stymied as it sought a cost- this year. Just last month, PACCAR back from the recession, it’ll still effective way to implement it. announced its TruckerLink system need these new skills. Having In the winter of 2009, the team is available as an add-on, and it leaped into customer-facing elec- began talking with a startup on would soon be offered as a built-in tronics and made IT a critical part Third Avenue, in the heart of down- option, like the navigation systems. of its products, PACCAR knows the town Seattle, called SignalSet. The PACCAR has kiosks in each of its pressure will never let up on IT to company claimed to have patent- 1,900 dealer showrooms to demon- keep up with drivers’ demands and pending technology that could do strate what the technology can do. rivals’ products. It now has an IT what PACCAR wanted, but SignalSet The SignalSet matchup solved staff skilled at developing products, had no venture capital funding, a Quinn’s problem of having no wire- working with outsiders when it handful of employees, and no less expertise; the PACCAR team needs to, just in case it again needs heavyweight customers. couldn’t have built TruckerLink by to do something it’s never done PACCAR remained convinced itself. The internal team “played a before. —Charles Babcock that market demand was there for facilitating role,” Iyer says. Veteran ([email protected])

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CIO Peck: “It’s not says, adding: “We understand the about chasing the power and influence that friends and latest and greatest” [ family can have.” Super Bowl Success We’ve all heard horror stories about companies that fell victim to their own ad campaigns gone viral. Not Levi Strauss. The company introduced its “Men Without Pants” TV commercial for its Dockers brand during the 2010 Super Bowl broadcast, watched by some 53 million households. Backed by Ama- zon’s Elastic Compute Cloud, its dockers.com site handled more traffic Companies in the nine days following the Super 5 Bowl ad than it did in six months the previous year.

The campaign, which involved Top some 13 technology and advertising vendors and seven in-house groups, generated thousands of page views per second to its Web site and hundreds of hits per For Clothing Maker, Social minute to its mobile apps, and en- ticed some 630,000 people to par- Media’s A Perfect Fit ticipate in a promotion. The Dock- ers Facebook fan base surged by a factor of 11, and email lead genera- fter inventing blue jeans the first Facebook-oriented social tion increased 250% through pro- in 1873, Levi Strauss shopping experience, the Levi’s motion registrations. could have rested on its Friends Store. There, customers Remember we mentioned not laurels. Instead, the ap- can share “Likes” and purchases resting on laurels? Even before the Aparel maker is extending its tradi- through their Facebook networks, Dockers success, the company had tion of innovation to social media, possibly influencing friends’ buy- launched Levi’s Curve ID, a collec- earning it the No. 2 spot in our ing decisions. tion of new jeans based on a 2011 InformationWeek 500. Levi Strauss’s partnership with woman’s shape rather than size, and When CIO Tom Peck says the Facebook has translated into brand Digital Fitting Experience, to help company’s social media strategy is value. Over the past Thanks giving customers select the best cut. In Oc- about more than marketing, it’s holiday weekend, more than half of tober, it introduced its Shape about redefining how the business all visitor traffic to levi.com came What’s To Come global online com- relates to its customers, he can from the company’s Facebook page, munity for young women. Both ini- back that statement up: Levi which now gets more than 1 million tiatives have been well received by Strauss was the first major retailer visits every month. Today, it has female customers, boosting brand to add Facebook’s “Like” button to more than 6.2 million “Likes” or fol- awareness and engagement through its commerce site, and it created lowers on its Facebook page, Peck the Web, mobile applications, a

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E E O O E E 5 5 K K 2 Social networking extends the consumer experience [ Facebook application, and e-commerce partners. Asked whether his company’s experience with Facebook might lead it to branch out to the new Google+ social network, Peck was circumspect. “We try to be as agnos- tic as possible to brands and technologies so that we can go any- bringing ideas and expectations to ple will want to work with good where,” he says. “But we want to be the corporation now.” people, he says, and that notion ex- careful, too, that we don’t get too Employees and customers are so- tends to IT hiring. “We try to look aggressive, dilute our brand, and phisticated users of technology, for that person who has the tech- cannibalize our other channels. Peck says, and if you create too nology breadth but also has the There’s no prize out there for the many barriers, people will find business acumen and the leader-

Companies person who has the most deals or ways around them. In fact, he ship to want to deploy the tech-

5 the most social experiences.” prefers the word “partner” to de- nologies,” he says. “We’re not al- scribe the role of IT. ways looking for the best engineer. Where IT Fits At the same time, though, the We want those too, of course, but Top The growing importance of on- consumerization of IT presents a we want the person who gets ex- line social interaction reflects the challenge because consumer tech- cited about wanting to deploy the broader consumerization of IT, a nology tends not to be designed for technology, and to see the end re- trend that’s only accelerating. In scalable deployment, management, sult in the marketplace.” our May InformationWeek OS Wars or control. Again, Peck says it’s im- To keep these great people, Peck Survey of 441 business technology portant to balance the tension be- fosters an atmosphere that encour- professionals, 52% of respondents tween the consumerization of IT ages growth. As an example, the said their IT organizations support and enterprise requirements. company runs monthly innovation BlackBerrys, half support Apple de- “You can’t say yes to everything,” reviews in which the focus is di- vided between what Levi Strauss has in its product pipeline, what It was the first retailer to add Facebook’s ‘Like’ direct peers and competitors are doing, and what the broader in- button to its commerce site and it created the dustry is up to. Participants in first Facebook-oriented shopping experience. those reviews consider whether Levi Strauss can make use of technology deployed elsewhere, with a vices, and about one in three sup- he says. “And you can’t say no to constant eye toward improving the ports Linux or Android. This is a everything.” His advice: Don’t skew consumer experience. brave new world, and for Peck, it’s too far to the no side, or you will be- What he’s not doing is just chas- a shift that goes beyond redefining come obsolete and irrelevant. And ing the latest and greatest. Says how Levi Strauss relates to its in addition to yes and no, don’t for- Peck: “We always want to stay fo- customers. get “maybe later.” cused, again, back on the consumer “All of our employees are also Peck emphasizes the importance and that end product that we’re sell- consumers, and they’re seeing the of building relationships with sup- ing.” With such clear focus, he may power of social and the power of pliers and other third parties, espe- see a lot more people wearing Levi’s. mobile in their consumer experi- cially as a way to communicate that —Thomas Claburn ence,” he says. “Our employees are you’re serious about IT. Good peo- ([email protected])

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O O E E 5 5 K K 3 This IT-Powered Transformation Starts With Getting The Price Right

ricing is one of the most the customer isn’t feeling like they’re mation, logistics and routing opti- powerful tools in busi- not getting the value, and we’re being mization, and pricing. About 80% ness, yet many IT organi- profitable,” says David Logsdon, VP of the projects have a major tech zations won’t touch it of IT, who helped drive the project. component. Pwith a 10-foot pole. That reluctance, For a company with 22 million The company created a new de - and a dearth of tech tools for this customers that provides more than partment as part of its transformation purpose, explain why the pricing of 100,000 quotes a month, bringing called Decisions Sciences, which products and services continues to automation, science, and discipline brings new expertise in statistics and be driven by gut instincts and per- to the pricing process is part analytics, and which reports to sonal experience in many industries, of a broader, tech-inten- Bhasin. For the e-business Companies rather than by data-driven decision sive transformation. effort, where the company’s 5 support systems. Waste Management Waste Management’s trying to drive online sales for decided that wasn’t good enough. ambitious goal is to things such as short-term large

The trash handling and recycling increase revenue $3 bil- trash-bin rentals and small- Top company, which had $12.5 billion lion to $5 billion over business services, IT is account- in revenue last year, created a price- the next three to able for bud geted revenue in - optimization system that uses cus- four years, while creases. “My friend here car- tomized statistical models of the fac- cutting costs by ries quota,” Bhasin says tors that drive market prices and $1 billion. with a smile, slapping price sensitivity in each of its 25 re- CEO David Logs don on the back. gions. Through a Web portal, pric- Steiner, Bhasin, ing managers can see customers and other senior The Challenge whose contracts are up and the like- execs meet every Price-opti- lihood they’ll accept or reject a price three weeks for mization soft- increase. about six hours ware is diffi- Pricing managers then apply their to discuss the cult to imple- judgment on how to proceed. Is the progress of some ment for many customer in a key market that Waste 15 key initiatives reasons: the custom - Management’s trying to break into? that are under ization required, Is this a customer who has com- way. The effort complicated model- plained recently about poor service? launched about ing, and concern that Is it on an existing truck route, thus nine months ago; pricing is too sensi- cheaper to service? “No matter how projects include tive a lever to trust to much you automate, you’ll never e - b u s i n e s s software. (For more fully replace the judgment a human improvements, on the software in- being can bring to the table,” says sales-force auto - volved, see story, p. 78.) CIO and senior VP Puneet Bhasin. But the biggest barri- The software provides a starting CIO Bhasin has new ers to price optimization point for determining where to raise staff, and revenue are probably organiza- prices and where to ease off. “The quotas to meet tional complexity and key is identifying the right price, so [ the cultural aspects of

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doing it. Pricing has long been thousands of trucks with GPS-en- cient should lead to big savings in based on employees’ experience and abled touch-screen computers for gas, staffing, and vehicle wear. judgment—factors that for many pickup and routing information. As with the pricing app, IT’s embody their value to the company. That provides real-time updates on work in truck routing draws on the In the back of their minds, even the vehicles’ progress, so dispatchers new Decision Sciences and Innova- most tech-savvy managers may can reassign work as needed. This tion and Business Solutions teams, wonder: Are you trying to replace capability has cut missed pickups, further demonstrating how IT is di- me with a machine? “Originally and was key to winning a contract rectly involved in improving com- when they saw it, yeah, they were a in Seattle that included tightly de- pany performance. Those groups little skeptical,” Logsdon says. fined service levels. And Waste comprise about 100 people, many IT had to prove to pricing man- Management is experimenting with from field roles around the com- agers that the software could help off-the-shelf consumer tablets for pany. Waste Management had to go meet their goals. The team members potential use in its trucks. out and find some skills, like its tested it first in two markets to prove The company’s moving ahead eight employees with math and sta-

Companies its effectiveness. And they didn’t with an order-to-cash ERP system, tistics doctorates in Decisions Sci-

5 treat the system like some magical one based on Oracle’s suite and ences, and convince those people black box. They talked about the with Siebel as its customer manage- that a trash company presented ex- variables that go into a recommen- ment component. That will close citing technical and scientific Top dation, and how the models aren’t the book on a chapter that brought opportunities. perfect and must be used in con- attention for the wrong reasons in Bhasin takes recruiting seriously. junction with a manager’s discretion. 2008 when Waste Management Before anyone—from department head to entry-level business analyst—gets a job offer, the individual IT talked with managers about what factors the must go before a panel drawn from the IT leadership team. Bhasin usu- pricing tool uses. “You can’t say, ‘Trust me, this is ally is one of those on the panel. Bhasin is convinced that he has a —Puneet Bhasin, Waste Management’s CIO the right price.’” compelling pitch for recruits. He points to the 10 million tons of trash recycled last year as evidence “You can’t say, ‘Trust me, this is the sued SAP, saying the vendor didn’t that they’re helping the environ- right price,’” Bhasin says. deliver the ERP system tuned for the ment. And he shows them IT’s nice trash industry as promised. The digs, a newly remodeled office with Mobility And More case, which happened before Bhasin an open floor plan that’s bathed in Mobility is another big initiative became CIO, was settled last year. natural light. at Waste Management. With more Another undertaking involves Most important, Bhasin tells re- than 100,000 mobile devices in centralizing how truck routes are cruits that IT is at the center of how use, the effort extends well beyond determined. That’s now done in the the company is transforming itself. letting employees bring their per- field at one of the company’s more While the transformation starts as a sonal gadgets to work (which they than 1,200 offices, but with increas- three-year plan, Bhasin knows that can do). ingly sophisticated mapping and if projects like the pricing system The company has industrial trash routing software, the company an- are effective and drive revenue, compactors with sensors that auto- ticipates cost savings from moving more will follow. Says Bhasin, matically phone home when full. Its that function to IT. With 20,000 “What I’m saying is that I hope that trash trucks have push-to-talk mo- trucks driving 100,000 routes a it never ends.” —Chris Murphy bile devices, and it’s equipping week, making those trips more effi- ([email protected])

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O O E E 5 5 K K 4 To Make IT A Revenue Driver, Pharma Services Provider Turns To The Cloud

t first blush, pharma - pany decide whether to keep spend- ceutical services market ing on a test that looks like it’s failing. leader Quintiles might Insights and Analytics also helps seem an odd company companies understand where a Ato offer cloud computing services. proposed clinical trial fits within Quin tiles manages clinical drug tri- the universe of other tests, provid- als, training pharmaceutical sales - ing data on past and current studies peo ple and marketers, and pro - and suggesting where new studies viding consulting services to drug could be run around the world. companies. The second piece of Infosario is Companies But Quintiles was founded by bio - pay-as-you-go access to systems 5 statisticians, and its lifeblood is its such as a clinical trial management more than 3 petabytes of data. IT has been system, a clinical trial master file

There’s regulatory data, data on clin- “in front of system for document management, Top ical trials, commercial data that can the curtain,” data integration services, and prod- help assess a new drug’s potential, CIO Thomas says uct safety tracking. The third ele- medical data, and more. CIO Rich ard [ ment is data warehousing, archiv- Thomas calls IT Quin tiles’ “ner vous to its commercialization. The goal ing, and management. system,” critical to any new product is to help pharma companies safely At the application layer, Quin tiles or service the company offers. get new drugs to market faster— uses Oracle’s health science soft- Now IT wants to generate rev- and create a new growth opportu- ware to capture research data, and enue directly, launching an online nity for Quintiles. its interactive voice and response service called Infosario that bun- systems collect other clinical trial dles the software and hardware Inside Infosario data. It also uses Siebel’s clinical portfolio the company uses to do Drugmakers create data at every trial management system, Tibco things like manage clinical trials step of the clinical development Spot fire’s visual analytics capabili- into a suite of subscription cloud process, but too often the data isn’t ties, and Oracle’s business intelli- services. It’s not a leap, Thomas available in time for cost-effective gence suite, among other technolo- says, because IT already works decisions to be made—say, to flag gies. In sights and Analytics is deliv- closely with drugmakers. “We’re that a clinical trial is falling short of ered through enterprise portals, pri- already very much in front of the qualified candidates or showing marily Oracle WebCenter. curtain on the main stage, working adverse drug effects. Infosario’s ana- with the largest pharmaceutical lytics system, Insights and Ana ly tics, Origins Of Change companies in the world,” he says. provides a Web portal for customers Infosario started out of a challenge Infosario, which launched in to see data in real time, drawing on several years ago from Quin tiles June, stitches together Quintiles’ diverse sources that can include CEO Dennis Gillings: Find a way to systems for managing pharmaceuti- labs, electrocardiograms, patient deliver three drug trials for the price cal pro ces ses, doing analytics, and forms, and interactive voice re - of two and help companies navigate storing and managing data. The sponse systems used to track med- the drug-approval process. Quintiles suite can support drugmakers from ication dosages given to pa tients. All hasn’t yet achieved that three-for-two the time they conceive a compound that can help, for example, a com - goal, but the systems that drive In fo -

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sario have helped it make progress. tiles’ IT leaders know that a major integrate all of its data and how to Quintiles had to change its IT or - network node in Dublin was out make data in one silo accessible to ganization and infrastructure before from what turned out to be a light- another. It used master data man- it could deliver the capabilities in ning strike that took out one of its agement software, along with a lot Infosario, internally and to cus- outsourced data centers. of grunt work of extracting, trans- tomers. Using VMware, Quin tiles re - Several years ago, it would have forming, and standardizing data cently “breezed past” an 85% to taken Quintiles hours just to get the from numerous databases. “In dus - 90% virtualization target IT leaders processes going to restart critical try standards are still in formation, set three years, says Joe Donnici, VP systems. Thanks to tightly managed and it’s been a challenge for com- of core IT. As Quintiles builds out its quarterly drills, during the July panies to integrate all that data, but private cloud infrastructure, it’ll be incident, the company was able to we’ve done it,” says Infosario prod- able to provide increasing flexibility launch those pro cesses within 30 uct strategy director Donna Reece. and scalability to Info sario users be - minutes and was notifying people The first customers that Info - cause data center resources will be around the globe of the problem. sario has brought in since it’s easier to manage and reallocate. Critical systems were back up and launch earlier this summer are Companies To meet external customer re - running before Asian employees subscribing to slices of suite, not 5 quire ments for Infosario, Quin tiles were in on Monday morning. the whole package. Thomas des - also had to improve security, in -

Top cluding investing in federated ac - count management. But those fea- “IT sits at the very front of our business in terms tures also help internal users of Infosario, says Eric Hodgins, VP of of building out new products and services.” global IT solutions delivery. —Richard Thomas, Quintiles’ CIO Thomas also brought in new talent, often hiring from IT vendors and service providers to find “talent that has a mindset of serving cus- “You build credibility, trust, and cribes those customers as “part- tomers,” he says. integrity over time,” Thomas says. ners” in Infosario’s development, Thomas recently reorganized his “You can’t innovate on day one having significant input into its IT team into one core IT organiza- because the trust isn’t there. But it features. tion and three customer-facing comes from working with all the Quintiles isn’t a software com - groups: an Info sario projects group, different groups in the company, pany, Thomas says, and it won’t be - a consulting group that works with and, when you say you’re going to come one. In many ways, Info sario internal and external customers, do things, to go out and do them.” and Quintiles’ own IT are one and and a research and development the same, since the company is sell- group “looking for two or three big, The External Focus ing what it uses to run Quintiles’ substantial opportunities,” he says. Quintiles’ IT team has taken a own operations. The IT team also had to prove it similar approach to external cus- Will Infosario be a revenue-dri- had a grip on core operational IT, tomers. “IT’s focus has been on ving success? That’s still to be before it took on an innovative how to make us a better partner determined. But with a more reli- effort like offering a SaaS product. for pharma, and they’ve deliv- able infrastructure in place, and Thomas points to a recent data cen- ered,” says Quintiles’ clinical d - a software suite that’s making ter outage. At 2:30 on a Sunday af - ivision president, Paula Brown Quintiles’ core operations more ter noon in July, Quintiles’ Banga - Stafford. efficient, IT’s off to a great start. lore network operations center, a Quintiles spent much of the last —J. Nicholas Hoover captive outsourcing site, let Quin - two-plus years figuring out how to ([email protected])

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O O E E 5 5 K K 5 At The Cutting Edge Of ‘Big Data’

ew companies on the database processing was an emerg- planet handle bigger big ing trend at the time, but that two- data than Catalina Mar- year initiative led to the productiza- keting. And if leading one tion of the SAS Scoring Accelerator Fmajor technology trend weren’t for Netezza. It also helped put the enough, Catalina is spearheading in-database approach on the map as another: delivering real real-time in- the way to handle large-scale analyt- sights—as in, within less than a sec- ics. Data warehousing platform ven- ond of a retail transaction. Not bad dors now compete on the depth and for a company with just 1,100 em- breadth of their in-database process- ployees and 250 IT workers. ing capabilities. To give you some idea of Cata - For Catalina, in-database was the Companies lina’s data scale, its primary data- only way to solve a big productivity 5 base holds more than 2.5 petabytes challenge. Catalina’s database is in of information and adds data on the same league as the enterprise

more than 300 million retail trans- data warehouses at Walmart and Top actions per week. When you check Bank of America; Catalina calls it out with a loyalty card at any one of “the world’s largest transaction- 50,000 grocery, drug, or mass-mer- level, shopper-data warehouse.” It’s chandise retail stores in the U.S., used to study what consumers buy; Europe, and Japan (and in many the pattern of items they buy to- stores, more than 90% of customers gether; and variations by geography, use loyalty cards), insight derived CIO Williams: “Targets are market area, chain, store, and ZIP from Catalina’s database triggers going to move, so you need code. Most important for Catalina promotions and offers based on to plan for them to move” and its customers, it predicts and re- your past purchases. The coupons [ veals the power of promotions, de- stream out of Catalina’s point-of- custom computer grid built on com- livered through coupons, to change sale printers at every checkout lane modity hardware. In 2003, it be- purchasing behavior. and are handed to customers along came one of the first companies to The prediction part is achieved by with their receipts within seconds of try the new breed of data warehouse modeling against the historical data. the transactions. appliances for massively parallel By doing that work inside the data- Catalina’s customers include man- processing, as an anchor customer of base, Catalina didn’t have to move ufacturers such as Coca-Cola, Kel- Net ezza, now owned by IBM. masses of data into slow-moving an- logg’s, Kraft Foods, and Procter & Netezza is still the company’s alytic servers to score models and Gamble; and retailers such as Kmart, platform, but Catalina makes a habit reveal their effectiveness in predict- Kroger, Ralph’s, Safeway, Stop & of keeping vendors on their toes, ing behavior. Models that previously Shop, Target, and Winn-Dixie. It has regularly reviewing rival products took half a day to process can be been in the coupon and promotions and seeking help on big technical scored within 60 seconds. The per- business since 1983, and it has con- challenges. In 2007, Catalina formance gains, realized in early stantly pushed the limits of analyt- worked with Netezza and SAS Insti- 2010, let Catalina develop more ics, data processing, databases, net- tute to move scoring of purchase- than 600 models last year with just working, and printing. By 2000, behavior models into the Netezza five data modelers—one fewer Catalina was managing big data in a database for faster processing. In- modeler than it previously em-

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ployed to deliver 40 to 50 new tions reach about 90 million trip if you buy 10 products from a models per year. That productivity households each year, but between specific manufacturer within three translates into many more analyses the home-store and two-day la- months. CRT lets Catalina deliver and more accurate and successful tency limitations, the “reach” of the customer-specific offers and up-to- coupon offers, the company says. system maxed out at delivering the minute customer status informa- Without data-driven analyses, re- new offers to about 75% of those tion to all retail locations. And cus- demption rates on coupons are customers within a four-week pe- tomers can earn an incentive around 1%. With basic targeting, riod. Three years ago, Catalina fi- instantaneously, no matter which like giving buyers of diet soda or dog nally decided the time was right to store they’re in, as soon as they meet food coupons for alternative brands, change those dynamics. “We had a purchase threshold. redemption rates rise to 6% to 10%. been investigating a new approach Using historical purchase-behavior for at least 10 years, but the cost of Overcoming Obstacles data and the sophisticated predictive putting high-speed lines and high- At one point, Catalina’s CRT team models Catalina employs, redemp- performance servers into every had doubts that the project would

Companies tion rates are as high as 25%. store was a barrier,” says CIO Eric fly because they were once again

5 Williams. pushing the limits of available tech- Going Real Time With Moore’s Law and band- nology. To speed development, As the in-database project proved, width improvements bringing the Catalina was trying to adapt a Top Catalina isn’t afraid of pioneering, pieces into place, the company credit-authorization server product multiyear projects—as long as a big came up with a centralized-server normally used by banks and oil payoff is in sight. In the company’s approach dubbed Catalina Real- companies with many locations. latest project, it tried to find a tech- Time, or CRT. The CRT server in- Catalina didn’t need to do credit au- nological way around two crucial corporates about $100,000 worth of thorizations, but it wanted to take limitations. First, for bandwidth and blade servers, an Oracle database, advantage of the store-to-headquar- local compute-capacity reasons, and networking equipment in a ters transaction-posting functional- Catalina’s promotions tied to spe- standard 19-inch rack. Deployed at ity. That software normally runs on big iron servers, but Catalina wanted to run higher-than-normal Catalina isn’t afraid of pioneering big, multiyear transaction volumes on a cheaper class of commodity blade servers. projects—as long as a big payoff is in sight. Early performance specs fell far short of expectations. Initial tests were running at fewer cific store loyalty card holders could the headquarters of top retail than 100 transactions per second, only be loaded onto a PC-like Cata - chains, this centralized server then where they needed to exceed 300. lina server at customers’ “home links with the Catalina servers at “We knew we didn’t have a business stores,” where they shop most fre- each store location. model unless we could get it to run quently. Trouble is, shoppers often CRT captures transactions and faster on a Linux-based platform frequent multiple locations of the delivers coupons in real time no using low-cost blade servers,” same chain. Second, Catalina has matter which store a customer is Williams says. been limited to pulling data on new shopping in. This makes it possible Catalina’s developers cracked retail transactions each night, and for Catalina to support multitrip open the software and stripped out the turnaround of new promotional “threshold” promotions that were every scrap of unnecessary code offers downloaded to the in-store never before possible. For example, tied to credit authorizations. That servers was two days. a retail chain or manufacturer might worked, and the team eventually Catalina coupons and promo- offer $10 off your next shopping pushed system performance up to

40 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

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about 450 transactions per second. It was a benchmark required to support retailers with thousands of locations and dozens of checkout lanes per store. By the end of this year, Catalina expects to deploy CRT across 22 of its top retail customer chains, accounting for about 85% of Catalina’s retail transactions.

Driving The Business Technology is obviously hugely important to Catalina, and the employee numbers bear that out: Nearly half of the 500 people at headquarters work in IT. “We are a technology company, and IT is responsible for the innovation of the business,” says Williams, who looks to hire ex- perienced, versatile team players. “I’m not looking for people who have worked in large development shops and are used to working in silos of development,” he says. “Our teams are cross-functional, and they have to Big data still needs handle whatever needs [to be fast to be done.” Catalina typically assigns what Williams describes as “agile” teams of 12 to 15 people to projects such as the in-database analytics and CRT ones. Goals change fast. “I’m amazed at how many people in technology like to have clearly defined requirements,” he says. “We’re a sales company, so I guar- antee you the targets are going to move, and you need to plan for them to move.” Catalina IT is akin to a product development team, as Williams describes it, working with brand development people to explore what’s possible. “My team just loves that,” he says, “because they can take on these projects and then go see them really work out there as a consumer.” —Doug Henschen ([email protected])

42 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

I NFORMATION W EEK ’ S 2 3 RD A NNUAL R ANKING O F T HE L EADING U. S . U SERS O F B USINESS T ECHNOLOGY

informationweek.com Sept. 19, 2011 45 RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY 1 PACCAR Inc. $10,293 Kyle Quinn Automotive www.paccar.com, Bellevue, Wash. VP & CIO 2 Levi Strauss & Co. $4,411 Tom Peck Consumer Goods www.levistrauss.com, San Francisco, Calif. Sr. VP & CIO 3 Waste Management Inc. $12,515 Puneet Bhasin Logistics & Transportation www.wm.com, Houston, Texas Sr. VP & CIO 4 Quintiles — Richard Thomas Biotechnology & Pharmaceuticals www.quintiles.com, Durham, N.C. CIO 5 Catalina Marketing Corp. — Eric Williams Consulting & Business Services www.catalinamarketing.com, St. Petersburg, Fla. Exec. VP & CIO 6 Associated Press — Lorraine Cichowski Media & Entertainment www.ap.org, New York, N.Y. Sr. VP & CIO 7 Automatic Data Processing Inc. $9,900 Michael L. Capone Consulting & Business Services www.adp.com, Roseland, N.J. CIO 8 The Procter & Gamble Co. $82,599 Filippo Passerini Consumer Goods www.pg.com, Cincinnati, Ohio Group President, Global Business Services & CIO 9 United Stationers Supply Co. $4,832 S. David Bent Distribution www.unitedstationers.com, Deerfield, Ill. Sr. VP of eBusiness Services & Corp. CIO 10 Vail Resorts Inc. $869 Robert N. Urwiler Hospitality & Travel www.vailresorts.com, Broomfield, Colo. Exec. VP & CIO 11 American Airlines Inc. $22,170 Monte Ford Logistics & Transportation www.aa.com, Fort Worth, Texas Sr. VP of IT & CIO 12 Beth Israel Deaconess Medical Center $1,452 John D. Halamka, MD Healthcare & Medical www.bidmc.org, Boston, Mass. CIO 13 FedEx Corp. $39,304 Robert B. Carter Logistics & Transportation www.fedex.com, Memphis, Tenn. Exec. VP FedEx Info. Svcs. & CIO 14 Knight Capital Group Inc. $1,149 Steven J. Sadoff Banking & Financial Services www.knight.com, Jersey City, N.J. Exec.VP, Global Head of Operations, Svcs. & Tech. 15 Vanguard — Paul Heller Banking & Financial Services www.vanguard.com, Malvern, Pa. Managing Director & CIO 16 JPMorgan Chase & Co. $104,842 Guy Chiarello Banking & Financial Services www.jpmorganchase.com, New York, N.Y. CIO 17 Boeing Co. $64,306 Kim Hammonds Manufacturing www.boeing.com, Chicago, Ill. VP of IT & CIO 18 Wheels Inc. $2,000 Steven Loos Consulting & Business Services www.wheels.com, Des Plaines, Ill. VP of IT & CIO 19 CRST International Inc. — Steve Hannah Logistics & Transportation www.crst.com, Cedar Rapids, Iowa CIO 20 GreenStone Farm Credit Services $227 Brook E. Walsh Banking & Financial Services www.greenstonefcs.com, East Lansing, Mich. Sr. VP & CIO 21 USAA $17,946 Greg Schwartz Insurance www.usaa.com, San Antonio, Texas Sr. VP of IT & CIO 22 Centene Corp. $4,448 Don Imholz Healthcare & Medical www.centene.com, St. Louis, Mo. Exec. VP & CIO 23 NewYork-Presbyterian Hospital $3,400 Aurelia G. Boyer Healthcare & Medical www.nyp.org, New York, N.Y. Sr. VP & CIO 24 CenterPoint Properties — Scott Zimmerman Consulting & Business Services www.centerpoint-prop.com, Oak Brook, Ill. CIO 25 InterContinental Hotels Group (IHG) $1,630 Tom Conophy Hospitality & Travel www.ihg.com, Atlanta, Ga. Exec. VP & CIO 26 Equifax Inc. $1,860 David C. Webb Banking & Financial Services www.equifax.com, Atlanta, Ga. CIO 27 Fiserv Inc. $4,133 Maryann Goebel Banking & Financial Services www.fiserv.com, Brookfield, Wis. Exec. VP & CIO 28 Principal Financial Group Inc. $9,159 Gary Scholten Banking & Financial Services www.principal.com, Des Moines, Iowa Sr. VP & CIO 29 Walgreen Co. $67,000 Timothy J. Theriault Retail: General Merchandising www.walgreens.com, Deerfield, Ill. Sr. VP & CIO 30 Automotive Resources International — Steve Haindl Consulting & Business Services www.arifleet.com, Mount Laurel, N.J. Sr. VP & CIO 31 Sabre Holdings — Barry Vandevier Hospitality & Travel www.sabre-holdings.com, Southlake, Texas CIO 32 PNC Financial Services Group Inc. $15,176 Anuj Dhanda Banking & Financial Services www.pnc.com, Pittsburgh, Pa. Exec. VP & CIO 33 ABF Freight System Inc. $1,660 Dave Cogswell Logistics & Transportation www.abf.com, Fort Smith, Ark. President, Data-Tronics 34 Kaiser Permanente $44,000 Philip Fasano Healthcare & Medical www.kp.org, Oakland, Calif. Exec. VP & CIO 35 Trinity Health $7,100 Paul Browne Healthcare & Medical www.trinity-health.org, Novi, Mich. Sr. VP of Info. Svcs. & Program Management 36 Crawford & Co. $1,030 Brian S. Flynn Insurance www.crawfordandcompany.com, Atlanta, Ga. Sr. VP & Global CIO 37 The Chubb Corp. $13,319 James P. Knight Insurance www.chubb.com, Warren, N.J. Exec. VP & Global CIO 38 Sybase Inc. — Jim Swartz Information Technology www.sybase.com, Dublin, Calif. VP & CIO 39 UPS Inc. $49,545 David Barnes Logistics & Transportation www.ups.com, Atlanta, Ga. Sr. VP & CIO 40 Prudential Financial Inc. $30,982 Barbara Koster Banking & Financial Services www.prudential.com, Newark, N.J. Sr. VP & CIO 41 Intuit Inc. $3,851 Sasan Goodarzi Information Technology www.intuit.com, Mountain View, Calif. CIO 42 CB Richard Ellis Group Inc. $5,115 Don Goldstein Consulting & Business Services www.cbre.com, Los Angeles, Calif. Global CIO 43 Group Health Cooperative of South Central Wisconsin $273 Galen M. Metz Insurance www.ghcscw.com, Madison, Wis. CIO & Dir. of IS 44 The Standard Register Co. $668 Joanne Cummins Manufacturing www.standardregister.com, Dayton, Ohio CIO 45 ManpowerGroup $18,867 Denis Edwards Consulting & Business Services www.manpowergroup.com, Milwaukee, Wis. Global CIO 46 XO Communications $1,529 Robert Geller Telecommunications www.xo.com, Herndon, Va. CIO 47 Iron Mountain Inc. $3,128 Tasos Tsolakis Consulting & Business Services www.ironmountain.com, Boston, Mass. Exec. VP & CIO 48 Marriott International Inc. $11,691 Bruce Hoffmeister Hospitality & Travel www.marriott.com, Bethesda, Md. Global CIO 49 Baylor Health Care System $3,800 David S. Muntz Healthcare & Medical www.baylorhealth.com, Dallas, Texas Sr. VP & CIO 50 Colgate-Palmolive Co. $15,564 Tom Greene Consumer Goods www.colgate.com, New York, N.Y. VP & CIO

Financial data is from public sources and company supplied. Revenue is for latest fiscal year. Dashes indicate companies requesting financial data not be disclosed. INFORMATIONWEEK

RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY 51 Detroit Medical Center — Michael LeRoy Healthcare & Medical www.dmc.org, Detroit, Mich. Sr. VP & CIO 52 Echo Global Logistics Inc. $426 David Rowe Logistics & Transportation www.echo.com, Chicago, Ill. CTO 53 Penske Truck Leasing Co. LP $4,600 William L. Stobbart Logistics & Transportation www.gopenske.com, Reading, Pa. Sr. VP of IT 54 Scottrade Inc. — Ian Patterson Banking & Financial Services www.scottrade.com, St. Louis, Mo. CIO 55 St. Joseph Health System — Larry Stofko Healthcare & Medical www.stjhs.org, Orange, Calif. Sr. VP & CIO 56 Lehigh Valley Health Network $1,399 Harry F. Lukens Healthcare & Medical www.lvhn.org, Allentown, Pa. Sr. VP & CIO 57 Convergys Corp. $2,203 Jim Goetz Consulting & Business Services www.convergys.com, Cincinnati, Ohio CIO 58 Capital Access Network Inc. — Franck Fatras Banking & Financial Services www.capitalaccessnetwork.com, Scarsdale, N.Y. CTO 59 Premier Inc. $805 Keith Figlioli Healthcare & Medical www.premierinc.com, Charlotte, N.C. Sr. VP of Healthcare Informatics 60 Acxiom Corp. $1,160 Kevin Zaffaroni Consulting & Business Services www.acxiom.com, Little Rock, Ark. Sr. VP & CIO 61 Arrow Electronics Inc. $18,745 Vincent Melvin Distribution www.arrow.com, Melville, N.Y. VP & CIO 62 Texas Health Resources Inc. $3,289 Edward Marx Healthcare & Medical www.texashealth.org, Arlington, Texas Sr. VP & CIO 63 Wal-Mart Stores Inc. $418,952 Rollin Ford Retail: General Merchandising www.walmart.com, Bentonville, Ark. Exec. VP & CIO 64 The Allstate Corp. $31,400 Suren Gupta Insurance www.allstate.com, Northbrook, Ill. Exec. VP of Allstate Technology & Operations 65 ProQuest LLC — Kishor Patel Consulting & Business Services www.proquest.com, Ann Arbor, Mich. CTO 66 CDW LLC $8,800 Jon Stevens Retail: Specialty Merchandising www.cdw.com, Vernon Hills, Ill. Sr. VP of Operations & CIO 67 Ebsco Publishing — Michael Gorrell Consulting & Business Services www.ebscohost.com, Ipswich, Mass. Sr. VP & CIO 68 Maritz $1,200 Gil Hoffman Consulting & Business Services www.maritz.com, Fenton, Mo. Sr. VP & CIO 69 FFE Transportation Services Inc. $369 Nick Cook Logistics & Transportation www.ffeinc.com, Dallas, Texas VP & CIO 70 Lockton $836 David Robinson Insurance www.lockton.com, Kansas City, Mo. Sr. VP & CIO 71 HCA Inc. $30,680 Noel Williams Healthcare & Medical www.hcahealthcare.com, Nashville, Tenn. HCA Sr. VP & CIO 72 Aetna Inc. $34,246 Meg McCarthy Insurance www.aetna.com, Hartford, Conn. Exec. VP of Innovation, Tech., & Service Operations 73 GXS Worldwide Inc. $418 Karl Salnoske Information Technology www.gxs.com, Gaithersburg, Md. Exec. VP of Service Delivery & CIO 74 Broadcast Music Inc. $917 James A. King Media & Entertainment www.bmi.com, New York, N.Y. Sr. VP of Business Operations, Tech., & Products 75 University of Pittsburgh Medical Center (UPMC) $8,046 Daniel S. Drawbaugh Healthcare & Medical www.upmc.com, Pittsburgh, Pa. Sr. VP & CIO 76 Polo Ralph Lauren Corp. $5,660 Howard Melnick Consumer Goods www.ralphlauren.com, New York, N.Y. Sr. VP & CIO 77 Collabera Inc. $375 Dhar Patadia Information Technology www.collabera.com, Morristown, N.J. CTO 78 Pharmaceutical Product Development Inc. $1,471 Mike Wilkinson Biotechnology & Pharmaceuticals www.ppdi.com, Wilmington, N.C. Exec. VP & CIO 79 Fair Isaac Corp. $625 Tom Grahek Banking & Financial Services www.fico.com, Minneapolis, Minn. VP of IT 80 University of Pennsylvania Health System $4,070 Michael Restuccia Healthcare & Medical www.pennmedicine.org, Philadelphia, Pa. VP & CIO 81 Northern Trust Corp. $3,687 Scott Murray Banking & Financial Services www.northerntrust.com, Chicago, Ill. Exec. VP & CTO 82 Movado Group Inc. $382 Dr. Frank A. Morelli Consumer Goods www.movadogroup.com, Paramus, N.J. Sr. VP of Global Business Processes & CIO 83 DeVry Inc. $2,182 Eric Dirst Consulting & Business Services www.devryinc.com, Downers Grove, Ill. Sr. VP & CIO 84 State Street Corp. $8,953 Christopher Perretta Banking & Financial Services www.statestreet.com, Boston, Mass. Exec. VP & CIO 85 Hovnanian Enterprises Inc. $1,400 Nicholas Colisto Construction & Engineering www.khov.com, Red Bank, N.J. VP & CIO 86 Raytheon Co. $25,183 Rebecca R. Rhoads Manufacturing www.raytheon.com, Waltham, Mass. VP & CIO 87 Kansas City Power & Light Co. $2,256 Charles H. Tickles Energy & Utilities www.kcpl.com, Kansas City, Mo. VP of IT 88 PRGX Global Inc. $184 Michael Noel Consulting & Business Services www.prgx.com, Atlanta, Ga. Sr. VP & CIO 89 Dunkin’ Brands Inc. — Daniel J. Sheehan Retail: Specialty Merchandising www.dunkinbrands.com, Canton, Mass. Sr. VP & CIO 90 Verizon Wireless $63,400 Ajay Waghray Telecommunications www.verizonwireless.com, Basking Ridge, N.J. CIO 91 Baker Hughes $14,414 Clif Triplett Manufacturing www.bakerhughes.com, Houston, Texas VP & CIO 92 Tech Data Corp. $24,376 John Tonnison Distribution www.techdata.com, Clearwater, Fla. Exec. VP & Worldwide CIO 93 RadNet Inc. $549 Ranjan Jayanathan Healthcare & Medical www.radnet.com, Los Angeles, Calif. CIO 94 Capgemini S.A. $11,530 Joseph Coyle Consulting & Business Services www.us.capgemini.com, New York, N.Y. VP & CTO 95 The Jones Group $3,643 Norm Veit Consumer Goods www.jonesgroupinc.com, Bristol, Pa. Exec. VP of MIS 96 Kimpton Hotels & Restaurants — Donald OGrady Hospitality & Travel www.kimptonhotels.com, San Francisco, Calif. Dir. of Technology 97 Aviva Plc $90,330 Matt Fahy Insurance www.aviva.com, Des Moines, Iowa CIO, Aviva North America 98 AT&T Inc. $124,280 Thaddeus Arroyo Telecommunications www.att.com, Dallas, Texas CIO 99 Mercer $3,478 Harry Van Drunen Consulting & Business Services www.mercer.com, New York, N.Y. Global CIO 100 DaVita Inc. $6,500 Anthony Gabriel Healthcare & Medical www.davita.com, Denver, Colo. CIO

informationweek.com Sept. 19, 2011 47 INFORMATIONWEEK

RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY 101 Eurpac Information Services — Mike Skinner Retail: Specialty Merchandising www.eurpac.com, Norwalk, Conn. CEO, Eurpac Brokerage Op., & CIO, Eurpac Service Inc. 102 University of Arkansas for Medical Sciences $1,057 David Miller Healthcare & Medical www.uamshealth.com, Little Rock, Ark. Vice Chancellor & CIO 103 Eli Lilly & Co. $23,076 Michael C. Heim Biotechnology & Pharmaceuticals www.lilly.com, Indianapolis, Ind. Sr. VP & CIO 104 Avnet Inc. $26,534 Steve Phillips Distribution www.avnet.com, Phoenix, Ariz. Sr. VP & CIO 105 Sprint Nextel Corp. $32,563 Peter Campbell Telecommunications www.sprint.com, Overland Park, Kan. Sr. VP of IT 106 Pacific Northwest National Laboratory $1,100 Jerry Johnson Consulting & Business Services www.pnl.gov, Richland, Wash. CIO 107 Nationwide Children’s Hospital — Denise Zabawski Healthcare & Medical www.nationwidechildrens.org, Columbus, Ohio VP of IS & CIO 108 Emerson $21,039 Kathy McElligott Manufacturing www.emerson.com, St. Louis, Mo. VP & CIO 109 Pfizer Inc. $67,809 Jeffrey Keisling Biotechnology & Pharmaceuticals www.pfizer.com, New York, N.Y. Sr. VP & CIO 110 Toyota Motor Sales U.S.A. Inc. $63,100 Zack Hicks Automotive www.toyota.com, Torrance, Calif. VP & CIO 111 Merck $45,967 J. Christopher Scalet Biotechnology & Pharmaceuticals www.merck.com, Whitehouse Station, N.J. Exec. VP of Global Services & CIO 112 Advanced Health Media LLC $406 Greg Miller Information Technology www.ahmdirect.com, New Providence, N.J. Exec. VP & CIO 113 Emkay Inc. — Andrew Griffith Automotive www.emkay.com, Itasca, Ill. VP of IT 114 Beaumont Health System — Subra Sripada Healthcare & Medical www.beaumonthospitals.com, Troy, Mich. Sr. VP & CIO 115 Parker Hannifin Corp. $12,346 William G. Eline Manufacturing www.parker.com, Cleveland, Ohio VP & CIO 116 National Government Services Inc. $290 Tim Masheck Consulting & Business Services www.ngsservices.com, Indianapolis, Ind. Staff VP of Health Information Technology 117 Johns Hopkins Medicine — Stephanie Reel Healthcare & Medical www.hopkinsmedicine.org, Baltimore, Md. VP of IS & CIO 118 International Business Machines Corp. $99,870 Jeanette Horan Information Technology www.ibm.com, Armonk, N.Y. VP & CIO 119 Medical Mutual of Ohio — Kenneth Sidon Healthcare & Medical www.medmutual.com, Cleveland, Ohio Exec. VP, CIO, & Security Officer 120 Arkansas Blue Cross & Blue Shield $1,198 Joseph S. Smith Insurance www.arkansasbluecross.com, Little Rock, Ark. Sr. VP of Private Programs & CIO 121 First Data Corp. $10,400 Kevin Kern Banking & Financial Services www.firstdata.com, Atlanta, Ga. Exec. VP & CTO 122 Geisinger Health System $2,330 Frank Richards Healthcare & Medical www.geisinger.org, Danville, Pa. CIO 123 BP Plc $297,107 Dana Deasy Energy & Utilities www.bp.com, Houston, Texas Group VP & CIO 124 CME Group Inc. $3,004 Kevin Kometer Banking & Financial Services www.cmegroup.com, Chicago, Ill. Managing Director & CIO 125 Accenture $21,551 Frank B. Modruson Consulting & Business Services www.accenture.com, New York, N.Y. CIO 126 Irving Materials Inc. $500 Jerry Howard Metals & Natural Resources www.irvmat.com, Greenfield, Ind. VP of IT 127 Do it Best Corp. $2,382 Mike Altendorf Distribution www.doitbestcorp.com, Fort Wayne, Ind. VP of IT 128 Schneider National Inc. $3,100 Judith Lemke Logistics & Transportation www.schneider.com, Green Bay, Wis. Exec. VP & CIO 129 Harleysville Group Inc. $986 Jonathan L. Griggs Insurance www.harleysvillegroup.com, Harleysville, Pa. VP of Insurance Management Systems 130 Ryan LLC $216 Blake Holman Banking & Financial Services www.ryan.com, Dallas, Texas Sr. VP & CIO 131 Atlantic Health System $1,124 Linda Reed Healthcare & Medical www.atlantichealth.org, Morristown, N.J. VP of IS & CIO 132 Global Crossing $2,609 Anthony D. Christie Telecommunications www.globalcrossing.com, New York, N.Y. Chief Technology & Information Officer 133 Caesars Entertainment Corp. $8,819 Katrina Lane Hospitality & Travel www.caesars.com, Las Vegas, Nev. Sr. VP & CTO 134 Freeman Decorating Services Inc. — Richard Maranville Consulting & Business Services www.freemanco.com, Dallas, Texas CIO 135 Dell Inc. $61,494 Robin Johnson Information Technology www.dell.com, Round Rock, Texas CIO 136 Mitsubishi Motors North America Inc. — Yoichi Yokozawa Automotive www.mitsubishicars.com, Cypress, Calif. Sr. Exec. VP & CIO 137 Avon Products Inc. $10,863 Donagh Herlihy Consumer Goods www.avoncompany.com, New York, N.Y. Sr. VP of Global IT & CIO 138 United Technologies Corp. $54,326 Nancy M. Davis Manufacturing www.utc.com, Hartford, Conn. VP & CIO 139 The Huntington National Bank $3,187 Zahid Afzal Banking & Financial Services www.huntington.com, Columbus, Ohio Exec. VP & CIO 140 Hitachi Data Systems Corp. — Rex Carter Information Technology www.hds.com, Santa Clara, Calif. Sr. VP & CIO 141 American Greetings Interactive $1,593 Joseph Yanoska Media & Entertainment www.americangreetings.com, Cleveland, Ohio VP of Technology 142 Healthways Inc. $720 M. Haden McWhorter Healthcare & Medical www.healthways.com, Franklin, Tenn. VP of Business Technology & CIO 143 Acuity, A Mutual Insurance Co. $777 Neal Ruffalo Insurance www.acuity.com, Sheboygan, Wis. VP & CIO 144 GE Energy $37,514 John Seral Manufacturing www.ge-energy.com, Atlanta, Ga. VP & CIO, GE Energy 145 England Logistics Inc. — Don J. Gregory Logistics & Transportation www.englandlogistics.com, Salt Lake City, Utah Administrator of Business Technology 146 Beachbody LLC $430 Steven Winshel Consumer Goods www.beachbody.com, Santa Monica, Calif. CIO 147 Newport Corp. $480 Greg Reischlein Manufacturing www.newport.com, Irvine, Calif. CIO 148 McKesson Corp. $112,084 Randall N. Spratt Distribution www.mckesson.com, San Francisco, Calif. Exec. VP, CTO & CIO 149 Hogan Lovells U.S. LLP $818 William Gregory Consulting & Business Services www.hoganlovells.com, Wash., D.C. CIO 150 Amtrak $2,513 Ed Trainor Logistics & Transportation www.amtrak.com, Wash., D.C. CIO

48 Sept. 19, 2011 informationweek.com RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY 151 Broadview Networks Inc. — Kenneth A. Shulman Telecommunications www.broadviewnet.com, Rye Brook, N.Y. CTO & CIO 152 Interactive Data Corp. $797 Alex Goor Consulting & Business Services www.interactivedata.com, Bedford, Mass. CIO 153 Ross Stores Inc. $7,900 Michael K. Kobayashi Retail: Specialty Merchandising www.rossstores.com, Pleasanton, Calif. Exec. VP of Supply Chain, Allocation & CIO 154 AES Corp. $16,647 Elizabeth Hackenson Energy & Utilities www.aes.com, Arlington, Va. Sr. VP & CIO 155 The Hartford Financial Services Group Inc. $23,157 Jim Eckerle Insurance www.thehartford.com, Hartford, Conn. Exec.VP of Strategic Initiatives & Technology 156 J.B. Hunt Transport Services Inc. $3,793 Kay J. Palmer Logistics & Transportation www.jbhunt.com, Lowell, Ark. Exec. VP & CIO 157 Southern Co. $17,456 Kenny Coleman Energy & Utilities www.southerncompany.com, Atlanta, Ga. Sr. VP & CIO 158 Nalco Co. $4,251 Stewart McCutcheon Chemicals www.nalco.com, Naperville, Ill. Chief Information & Productivity Officer 159 Genuine Parts Co. $11,208 Charles A. Chesnutt Distribution www.genpt.com, Atlanta, Ga. Sr. VP of IT & Process Improvement 160 Foley & Lardner LLP $633 Doug Caddell Consulting & Business Services www.foley.com, Milwaukee, Wis. CIO 161 J.C. Penney Company Inc. $17,759 Ed Robben Retail: General Merchandising www.jcp.com, Plano, Texas Sr. VP & CIO 162 Teradata Corp. $1,936 Diana Bolden Information Technology www.teradata.com, Dayton, Ohio CIO 163 Tata Consultancy Services Ltd. $8,200 Alok Kumar Information Technology www.tcs.com, New York, N.Y. VP & Global Head of Internal IT & Shared Services 164 Atmos Energy Corp. $4,790 Rich J. Gius Energy & Utilities www.atmosenergy.com, Dallas, Texas VP & CIO 165 The Progressive Group of Insurance Cos. $15,000 Raymond Voelker Insurance www.progressive.com, Mayfield Village, Ohio CIO 166 Mitsubishi Power Systems Americas Inc. — Scott Minter Manufacturing www.mpshq.com, Lake Mary, Fla. Director & CIO 167 DST Output $564 Frank Delfer Manufacturing www.dstoutput.com, Kansas City, Mo. Exec. VP of Technology & CTO 168 Symantec Corp. $6,190 David Thompson Information Technology www.symantec.com, Mountain View, Calif. Group President & CIO 169 Commonwealth Financial Network $572 Darren Tedesco Banking & Financial Services www.commonwealth.com, Waltham, Mass. Managing Principal of Innovation & Strategy 170 HD Supply $7,500 Michele Markham Distribution www.hdsupply.com, Atlanta, Ga. Sr. VP & CIO 171 Salesforce.com Inc. $1,657 Claus Moldt Information Technology www.salesforce.com, San Francisco, Calif. Global CIO & Sr. VP of Service Delivery 172 Brady Corp. $1,259 Bentley Curran Manufacturing www.bradycorp.com, Milwaukee, Wis. VP of IT & CIO 173 Knight Transportation Inc. $731 Cory Staheli Logistics & Transportation www.knighttrans.com, Phoenix, Ariz. VP of IS 174 Field Asset Services — Todd Ebner Consulting & Business Services www.fieldassets.com, Austin, Texas CIO 175 BMC Software Inc. $2,065 Mark Settle Information Technology www.bmc.com, Houston, Texas CIO 176 Kindred Healthcare Inc. $4,360 Rick Chapman Healthcare & Medical www.kindredhealthcare.com, Louisville, Ky. Exec. VP, CIO & CAO 177 Coca-Cola Enterprises Inc. $6,714 Esat Sezer Consumer Goods www.cokecce.com, Atlanta, Ga. Sr. VP & CIO 178 Websense Inc. $333 Dave Baker Information Technology www.websense.com, San Diego, Calif. VP of IT 179 Chevron Corp. $204,928 Louie Ehrlich Energy & Utilities www.chevron.com, San Ramon, Calif. President of Information Technology Co. & CIO 180 Schumacher Group — Douglas Menefee Healthcare & Medical www.schumachergroup.com, Lafayette, La. CIO 181 Rackspace Hosting Inc. $781 Steve Mills Consulting & Business Services www.rackspace.com, San Antonio, Texas CIO 182 Hoag Memorial Hospital Presbyterian $769 Tim C.L. Moore Healthcare & Medical www.hoag.org, Newport Beach, Calif. Sr. VP & CIO 183 The Harry Fox Agency Inc. — Lou Trebino Media & Entertainment www.harryfox.com, New York, N.Y. Sr. VP & CIO 184 Cincinnati Children’s Hospital Medical Center $1,604 Marianne F. James Healthcare & Medical www.cincinnatichildrens.org, Cincinnati, Ohio Sr. VP & CIO 185 Aon Corp. $8,512 Steve Betts Insurance www.aon.com, Chicago, Ill. Global CIO 186 Cadence Design Systems Inc. $936 Daniel Salisbury Electronics www.cadence.com, San Jose, Calif. Corporate VP of Information Technology 187 Eaton Corp. $13,715 William W. Blausey Jr. Manufacturing www.eaton.com, Cleveland, Ohio Sr. VP & CIO 188 LexisNexis Risk Solutions — Armando Escalante Consulting & Business Services www.lexisnexis.com/risk, Alpharetta, Ga. Sr. VP & CTO 189 NorthShore University HealthSystem $1,595 Tom Smith Healthcare & Medical www.northshore.org, Evanston, Ill. CIO 190 Crossmark Inc. — Jim Norred Consulting & Business Services www.crossmark.com, Plano, Texas Exec. VP & CIO 191 Children’s Hospital & Medical Center $260 George Reynolds, MD Healthcare & Medical www.childrensomaha.org, Omaha, Neb. Chief Medical Informatics Officer, VP, & CIO 192 Celestica Inc. $6,526 Mary Gendron Electronics www.celestica.com, Manchester, N.H. Sr. VP & CIO 193 Lowe’s Companies Inc. $48,815 Michael K. Brown Retail: Specialty Merchandising www.lowes.com, Mooresville, N.C. Exec. VP & CIO 194 Defender Direct — Gregory Albacete Consulting & Business Services www.defenderdirect.com, Indianapolis, Ind. CIO 195 Heartland Payment Systems Inc. $1,864 Kris Herrin Banking & Financial Services www.heartlandpaymentsystems.com, Princeton, N.J. CTO 196 Marcus & Millichap Real Estate Investment Services Inc. — Rick Peltz Consulting & Business Services www.marcusmillichap.com, Encino, Calif. Sr. VP & CIO 197 Specialized Transportation Inc. — Brent Baker Logistics & Transportation www.STIdelivers.com, Fort Wayne, Ind. CIO 198 Blackbaud Inc. $327 Todd Lant Information Technology www.blackbaud.com, Charleston, S.C. VP of IT 199 Banner Health $4,863 Michael S. Warden Healthcare & Medical www.bannerhealth.com, Phoenix, Ariz. Sr. VP of IT & CIO 200 Quest Diagnostics Inc. $7,369 David S. Evans Healthcare & Medical www.questdiagnostics.com, Madison, N.J. VP of IT

50 Sept. 19, 2011 INFORMATIONWEEK

RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY 201 Hastings Mutual Insurance Co. $339 Paul I. Ayoub Insurance www.hastingsmutual.com, Hastings, Mich. VP & CIO 202 ZSL Inc. $410 Shivakumar Kandaswamy Consulting & Business Services www.zslinc.com, Edison, N.J. Exec. VP 203 BNY Mellon $13,875 John Fiore Banking & Financial Services www.bnymellon.com, New York, N.Y. Exec. VP & CIO 204 Massachusetts Mutual Life Insurance Co. $17,000 Robert J. Casale Insurance www.massmutual.com, Springfield, Mass. Exec. VP & CIO 205 First Horizon National Corp. $1,687 Bruce Livesay Banking & Financial Services www.firsthorizon.com, Memphis, Tenn. Exec. VP & CIO 206 Inova Health System — Geoff Brown Healthcare & Medical www.inova.org, Falls Church, Va. Sr. VP & CIO, Information Technology 207 Old Dominion Freight Line Inc. $1,481 Ken Erdner Logistics & Transportation www.odfl.com, Thomasville, N.C. VP of IT 208 AutoTrader.com — Bob Hadley Retail: Specialty Merchandising www.autotrader.com, Atlanta, Ga. VP of IT 209 Teva Pharmaceuticals U.S.A. Inc. $16,121 Jimmy Z. Wang Biotechnology & Pharmaceuticals www.tevausa.com, North Wales, Pa. VP & CIO 210 Xerox Corp. $21,633 John McDermott Consulting & Business Services www.xerox.com, Norwalk, Conn. Corp. VP & CIO 211 Yahoo! Inc. $6,325 Raymie Stata Media & Entertainment www.yahoo.com, Sunnyvale, Calif. CTO 212 Primerica Inc. $1,362 David Wade Insurance www.primerica.com, Duluth, Ga. Exec. VP & CIO 213 Hyatt Hotels Corp. $3,527 Mike Blake Hospitality & Travel www.hyatt.com, Chicago, Ill. CIO 214 Peabody Energy $6,860 Lina Young Metals & Natural Resources www.peabodyenergy.com, St. Louis, Mo. Sr. VP of IT 215 Fifth Third Bancorp. $6,351 Joseph Robinson Banking & Financial Services www.53.com, Cincinnati, Ohio Exec. VP & CIO 216 Solutia Inc. $1,950 Rahul Goturi Chemicals www.solutia.com, St. Louis, Mo. VP & CIO 217 HCL Technologies Ltd. $3,500 Shami Khorana Information Technology www.hcltech.com, Sunnyvale, Calif. President of HCL America Inc. 218 Transatlantic Holdings Inc. $4,362 George Di Martino Insurance www.transre.com, New York, N.Y. Sr. VP & CIO 219 Children’s National Medical Center $833 Cherie Pardue Healthcare & Medical www.childrensnational.org, Wash., D.C. Interim CIO 220 Werner Enterprises Inc. $1,815 Anthony M. DeCanti Logistics & Transportation www.werner.com, Omaha, Neb. VP & CIO 221 Cognizant Technology Solutions Corp. $4,592 Sukumar Rajagopal Consulting & Business Services www.cognizant.com, Teaneck, N.J. Sr. VP & CIO, Head of Innovation 222 Hewlett-Packard Co. $126,033 Craig Flower Information Technology www.hp.com, Palo Alto, Calif. Sr. VP & Interim CIO 223 Synopsys $1,381 Debra Martucci Information Technology www.synopsys.com, Mountain View, Calif. VP of IT & CIO 224 DTE Energy Co. $8,557 Steven B. Ambrose Energy & Utilities www.dteenergy.com, Detroit, Mich. VP & CIO 225 Amgen Inc. $15,100 Diana McKenzie Biotechnology & Pharmaceuticals www.amgen.com, Thousand Oaks, Calif. Sr. VP & CIO 226 Republic Services Inc. $8,107 William G. Halnon Energy & Utilities www.republicservices.com, Phoenix, Ariz. Sr. VP & CIO 227 Baptist Health — Roland Garcia Healthcare & Medical www.e-baptisthealth.com, Jacksonville, Fla. Sr. VP & CIO 228 The Timken Co. $5,000 Dan Muller Manufacturing www.timken.com, Canton, Ohio Sr. VP of Strategy & CIO 229 Ameren Corp. $7,638 Mary Heger Energy & Utilities www.ameren.com, St. Louis, Mo. VP of Ameren Services Center & IT 230 Freescale Semiconductor Inc. $4,700 Tarek ElHadidi Electronics www.freescale.com, Austin, Texas VP & CIO 231 Sutherland Global Services Inc. — Deepak Batheja Consulting & Business Services www.sutherlandglobal.com, Pittsford, N.Y. CTO 232 Christiana Care Health Services Inc. $1,400 Randall Gaboriault Healthcare & Medical www.christianacare.org, Newark, Del. VP of IT & CIO 233 Carhartt Inc. $500 Jeff Gragg Consumer Goods www.carhartt.com, Dearborn, Mich. Sr. VP & CIO 234 BDO USA LLP $585 Richard Rottman Banking & Financial Services www.bdo.com, Chicago, Ill. CTO 235 Parsons Corp. $2,700 Scott Carl Construction & Engineering www.parsons.com, Pasadena, Calif. CIO 236 Cox Enterprises Inc. $14,600 Gregory Morrison Media & Entertainment www.coxenterprises.com, Atlanta, Ga. Sr. VP & CIO 237 Wells Fargo & Co. $85,210 Avid Modjtabai Banking & Financial Services www.wellsfargo.com, San Francisco, Calif. Exec. VP of Technology & Operations 238 Advocate Health Care $4,506 Bruce D. Smith Healthcare & Medical www.advocatehealth.com, Oak Brook, Ill. Sr. VP & CIO 239 University of Wisconsin Hospitals and Clinics Authority $1,066 Leroy E. Baker Healthcare & Medical www.uwhealth.org, Madison, Wis. Interim VP & CIO 240 CH2M Hill $6,273 David Anderson Construction & Engineering www.ch2mhill.com, Englewood, Colo. CIO 241 Microsoft Corp. $69,943 Tony Scott Information Technology www.microsoft.com, Redmond, Wash. Corp. VP & CIO 242 Asurion Insurance Services — Chris Corrado Insurance www.asurion.com, Nashville, Tenn. Sr. VP & CIO 243 Rent-A-Center Inc. $2,732 Tony Fuller Retail: Specialty Merchandising www.rentacenter.com, Plano, Texas Sr. VP of IT & CIO 244 Total Systems Services Inc. (TSYS) $1,718 Philip W. Tomlinson Banking & Financial Services www.tsys.com, Columbus, Ga. Chairman of the Board & CEO 245 Arch Coal Inc. $3,186 David Hartley Metals & Natural Resources www.archcoal.com, St. Louis, Mo. VP & CIO 246 Sempra Energy $9,003 J. Chris Baker Energy & Utilities www.sempra.com, San Diego, Calif. Sr. VP of Support Services & CIO 247 iQor Holdings Inc. — Vikas Kapoor Consulting & Business Services www.iqor.com, New York, N.Y. President & CEO 248 Transitions Optical Inc. — Maria Zabetakis Consumer Goods www.transitions.com, Pinellas Park, Fla. Americas IT Director 249 Krueger International Inc. $650 Vicki Petit Manufacturing www.ki.com, Green Bay, Wis. VP of IS 250 Recreational Equipment Inc. $1,660 Bill Baumann Retail: Specialty Merchandising www.rei.com, Kent, Wash. VP of IT informationweek.com Sept. 19, 2011 51 MASTERS OF TECHNOLOGY

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

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

AARP Matt Mitchell Aon Corp. Steve Betts www.aarp.org, Wash., D.C. Exec. VP & CIO www.aon.com, Chicago, Ill. Global CIO ABF Freight System Inc. Dave Cogswell Appleton Papers Inc. Mark Kools www.abf.com, Fort Smith, Ark. President, Data-Tronics www.appletonideas.com, Appleton, Wis. Exec. Dir. of IT ABM Industries Inc. Doug Gilbert Applied Industrial Technologies Inc. Lonny Lawrence www.abm.com, New York, N.Y. VP & CIO www.applied.com, Cleveland, Ohio VP of IT Accenture Frank B. Modruson Applied Materials Inc. Jay Kerley www.accenture.com, New York, N.Y. CIO www.appliedmaterials.com, Santa Clara, Calif. Corp. VP & Deputy CIO Accretive Health Inc. Paul T. Cottey Apptis Inc. Phil Horvitz www.accretivehealth.com, Chicago, Ill. CIO www.apptis.com, Chantilly, Va. CTO ACE Group Kevin Shearan Aramark Corp. David Kaufman www.acegroup.com, Philadelphia, Pa. CIO www.aramark.com, Philadelphia, Pa. Sr. VP & CIO Actuant Corp. Dennis B. Biederman Arch Coal Inc. David Hartley www.actuant.com, Menomonee Falls, Wis. IT Director www.archcoal.com, St. Louis, Mo. VP & CIO Acuity, A Mutual Insurance Co. Neal Ruffalo Arizona Public Service Kenneth Bohlen www.acuity.com, Sheboygan, Wis. VP & CIO www.aps.com, Phoenix, Ariz. VP & CIO Acxiom Corp. Kevin Zaffaroni Arkansas Blue Cross & Blue Shield Joseph S. Smith www.acxiom.com, Little Rock, Ark. Sr. VP & CIO www.arkansasbluecross.com, Little Rock, Ark. Sr. VP of Private Programs & CIO Advanced Health Media LLC Greg Miller Arrow Electronics Inc. Vincent Melvin www.ahmdirect.com, New Providence, N.J. Exec. VP & CIO www.arrow.com, Melville, N.Y. VP & CIO Advanced Micro Devices Inc. Mike Wolfe Associated Press Lorraine Cichowski www.amd.com, Sunnyvale, Calif. Sr. VP & CIO www.ap.org, New York, N.Y. Sr. VP & CIO Advisor Group David Ballard Assurant Health Chris Dowler www.advisorgroup.com, New York, N.Y. Sr. VP & CIO www.assuranthealth.com, Milwaukee, Wis. Sr. VP & CIO Advocate Health Care Bruce D. Smith Asurion Insurance Services Chris Corrado www.advocatehealth.com, Oak Brook, Ill. Sr. VP & CIO www.asurion.com, Nashville, Tenn. Sr. VP & CIO Aegis Insurance Services Inc. Gene Blauvelt AT&T Inc. Thaddeus Arroyo www.aegislink.com, East Rutherford, N.J. CIO www.att.com, Dallas, Texas CIO Aerojet-General Corp. Craig Halterman A.T.Kearney Inc. John Laughhunn www.aerojet.com, Sacramento, Calif. VP & CIO www.atkearney.com, Chicago, Ill. CTO AES Corp. Elizabeth Hackenson Atlantic Health System Linda Reed www.aes.com, Arlington, Va. Sr. VP & CIO www.atlantichealth.org, Morristown, N.J. VP of IS & CIO Aetna Inc. Meg McCarthy Atlas World Group Inc. Mike Neeley www.aetna.com, Hartford, Conn. Exec. VP of Innovation, Tech., & Service Operations www.atlasworldgroup.com, Evansville, Ind. VP & CIO Aflac Bahija Noell Atmos Energy Corp. Rich J. Gius www.aflac.com, Columbus, Ga. VP of IT Project Management Office www.atmosenergy.com, Dallas, Texas VP & CIO Air Wisconsin Airlines Corp. Christine Deister Audiovox Corp. Richard Maddia www.airwis.com, Appleton, Wis. Exec. VP & CFO www.audiovox.com, Hauppauge, N.Y. VP of IT Alberto Culver Co. Tony Bender Automatic Data Processing Inc. Michael L. Capone www.alberto.com, Melrose Park, Ill. VP & CIO www.adp.com, Roseland, N.J. CIO Alcoa Inc. D. Kevin Horner Automotive Resources International Steve Haindl www.alcoa.com, Pittsburgh, Pa. CIO www.arifleet.com, Mount Laurel, N.J. Sr. VP & CIO Alliance One International Inc. Tracy G. Purvis AutoTrader.com Bob Hadley www.aointl.com, Morrisville, N.C. VP of Global Information Services www.autotrader.com, Atlanta, Ga. VP of IT Allianz Life Insurance Co. of North America Walter White Avanade Inc. Chris Miller www.allianzlife.com, Minneapolis, Minn. Chief Administration Officer www.avanade.com, Seattle, Wash. CIO Allscripts Healthcare Solutions John Guevara Aviva Plc Matt Fahy www.allscripts.com, Chicago, Ill. CIO www.aviva.com, Des Moines, Iowa CIO of Aviva North America The Allstate Corp. Suren Gupta Avnet Inc. Steve Phillips www.allstate.com, Northbrook, Ill. Exec. VP of Allstate Technology & Operations www.avnet.com, Phoenix, Ariz. Sr. VP & CIO Ameren Corp. Mary Heger Avon Products Inc. Donagh Herlihy www.ameren.com, St. Louis, Mo. VP of Ameren Services Center & IT www.avoncompany.com, New York, N.Y. Sr. VP of Global IT & CIO American Airlines Inc. Monte Ford AXA Equitable Life Insurance Co. Michael B. Healy www.aa.com, Fort Worth, Texas Sr. VP of IT & CIO www.axa-equitable.com, New York, N.Y. Exec. VP & CIO American Greetings Interactive Joseph Yanoska Baker Hughes Clif Triplett www.americangreetings.com, Cleveland, Ohio VP of Technology www.bakerhughes.com, Houston, Texas VP & CIO Amgen Inc. Diana McKenzie Baldor Electric Co. Mark Shackelford www.amgen.com, Thousand Oaks, Calif. Sr. VP & CIO www.baldor.com, Fort Smith, Ark. VP of IS Amtrak Ed Trainor Banner Health Michael S. Warden www.amtrak.com, Wash., D.C. CIO www.bannerhealth.com, Phoenix, Ariz. Sr. VP of IT & CIO Amway Jeff Peterson Baptist Health Roland Garcia www.amway.com, Ada, Mich. VP & CIO www.e-baptisthealth.com, Jacksonville, Fla. Sr. VP & CIO Amylin Pharmaceuticals Inc. Steve Phillpott Bartlett & Co. Matt Whalen www.amylin.com, San Diego, Calif. VP & CIO www.bartlett1898.com, Cincinnati, Ohio IT Manager Region Key Northeast South Midwest West

informationweek.com Sept. 19, 2011 53 INFORMATIONWEEK

COMPANY HIGHEST-RANKING IT EXECUTIVE COMPANY HIGHEST-RANKING IT EXECUTIVE Region Region Batteries Plus LLC Michael Lehman Christiana Care Health Services Inc. Randall Gaboriault www.batteriesplus.com, Hartland, Wis. VP of IT & CIO www.christianacare.org, Newark, Del. VP of IT & CIO Baylor Health Care System David S. Muntz Christus Health George Conklin www.baylorhealth.com, Dallas, Texas Sr. VP & CIO www.christushealth.org, Irving, Texas Sr. VP & CIO BB&T Corp. Paul Johnson The Chubb Corp. James P. Knight www.bbt.com, Winston-Salem, N.C. Exec. VP & CIO www.chubb.com, Warren, N.J. Exec. VP & Global CIO BCD Travel Hilton Sturisky Cincinnati Children’s Hospital Medical Center Marianne F. James www.bcdtravel.com, Atlanta, Ga. Sr. VP of Information & Comm. Tech. www.cincinnatichildrens.org, Cincinnati, Ohio Sr. VP & CIO BDO USA LLP Richard Rottman Cincinnati Financial Corp. John Kellington www.bdo.com, Chicago, Ill. CTO www.cinfin.com, Fairfield, Ohio Sr. VP & CIO Beachbody LLC Steven Winshel Citi Private Bank Indy Reddy www.beachbody.com, Santa Monica, Calif. CIO www.citiprivatebank.com, New York, N.Y. Managing Director & CTO Beaumont Health System Subra Sripada CME Group Inc. Kevin Kometer www.beaumonthospitals.com, Troy, Mich. Sr. VP & CIO www.cmegroup.com, Chicago, Ill. Managing Director & CIO Beth Israel Deaconess Medical Center John D. Halamka, MD Coca-Cola Enterprises Inc. Esat Sezer www.bidmc.org, Boston, Mass. CIO www.cokecce.com, Atlanta, Ga. Sr. VP & CIO Black Box Corp. Kim Clougherty Cognizant Technology Solutions Corp. Sukumar Rajagopal www.blackbox.com, Lawrence, Pa. CIO www.cognizant.com, Teaneck, N.J. Sr. VP & CIO, Head of Innovation Blackbaud Inc. Todd Lant Colgate-Palmolive Co. Tom Greene www.blackbaud.com, Charleston, S.C. VP of IT www.colgate.com, New York, N.Y. VP & CIO Blount International Inc. Barry J. Brunetto Collabera Inc. Dhar Patadia www.blount.com, Portland, Ore. VP of IS www.collabera.com, Morristown, N.J. CTO BMC Software Inc. Mark Settle Commonwealth Financial Network Darren Tedesco www.bmc.com, Houston, Texas CIO www.commonwealth.com, Waltham, Mass. Managing Principal, Innovation & Strategy BNY Mellon John Fiore CompuCom Systems Inc. John Douglas www.bnymellon.com, New York, N.Y. Exec. VP & CIO www.compucom.com, Dallas, Texas CIO Boeing Co. Kim Hammonds Continuum Health Partners Inc. Mark Moroses www.boeing.com, Chicago, Ill. VP of IT & CIO www.wehealny.com, New York, N.Y. Corp. VP & CIO BP Plc Dana Deasy ConvaTec Inc. William Compton www.bp.com, Houston, Texas Group VP & CIO www.convatec.com, Skillman, N.J. VP of Shared Services & CIO Brady Corp. Bentley Curran Convergys Corp. Jim Goetz www.bradycorp.com, Milwaukee, Wis. VP of IT & CIO www.convergys.com, Cincinnati, Ohio CIO Broadcast Music Inc. James A. King Con-way Inc. Richard Carroll www.bmi.com, New York, N.Y. Sr. VP of Business Operations, Tech., & Products www.con-way.com, Ann Arbor, Mich. VP of IT Broadview Networks Inc. Kenneth A. Shulman Corning Inc. Kevin J. McManus www.broadviewnet.com, Rye Brook, N.Y. CTO & CIO www.corning.com, Corning, N.Y. VP & CIO Brocade Communications Systems Inc. Tim Graumann Covidien plc Steven McManama www.brocade.com, San Jose, Calif. VP of IT & CIO www.covidien.com, Mansfield, Mass. VP of Global Shared Services & CIO Byer California Fernando Gonzalez Cox Enterprises Inc. Gregory Morrison www.byer.com, San Francisco, Calif. CIO www.coxenterprises.com, Atlanta, Ga. Sr. VP & CIO CA Technologies Greg Valdez Coyote Logistics Michal Yariv www.ca.com, Islandia, N.Y. CIO www.coyote.com, Chicago, Ill. CIO Cadence Design Systems Inc. Daniel Salisbury Crawford & Co. Brian S. Flynn www.cadence.com, San Jose, Calif. Corporate VP of IT www.crawfordandcompany.com, Atlanta, Ga. Sr. VP & Global CIO Caesars Entertainment Corp. Katrina Lane Crossmark Inc. Jim Norred www.caesars.com, Las Vegas, Nev. Sr. VP & CTO www.crossmark.com, Plano, Texas Exec. VP & CIO Camaco LLC David Smith CRST International Inc. Steve Hannah www.camacollc.com, Novi, Mich. IT Manager www.crst.com, Cedar Rapids, Iowa CIO Capgemini S.A. Joseph Coyle CUNA Mutual Group Rick Roy www.us.capgemini.com, New York, N.Y. VP & CTO www.cunamutual.com, Madison, Wis. Sr. VP & CIO Capital Access Network Inc. Franck Fatras CVR Energy Inc. Michael Brooks www.capitalaccessnetwork.com, Scarsdale, N.Y. CTO www.cvrenergy.com, Sugar Land, Texas VP & CIO Capital BlueCross Mark Caron Darden Restaurants Patti Reilly-White www.capbluecross.com, Harrisburg, Pa. Sr. VP of IT www.darden.com, Orlando, Fla. Sr. VP & CIO The Capital Group Companies Inc. Julie St. John DaVita Inc. Anthony Gabriel www.capgroup.com, Los Angeles, Calif. President & CIO of IT Group www.davita.com, Denver, Colo. CIO Capital One Financial Corp. Rob Alexander Deere & Co. Barry W. Schaffter www.capitalone.com, McLean, Va. CIO www.johndeere.com, Moline, Ill. Sr. VP of Intelligent Solutions Group & CIO Career Education Corp. Manoj Kulkarni Defender Direct Gregory Albacete www.careered.com, Schaumburg, Ill. CIO www.defenderdirect.com, Indianapolis, Ind. CIO Carhartt Inc. Jeff Gragg Del Monte Foods Co. Marc L. Brown www.carhartt.com, Dearborn, Mich. Sr. VP & CIO www.delmonte.com, San Francisco, Calif. Sr. VP of Corp. Svc. Center & CIO Carolinas HealthCare System Craig Richardville Dell Inc. Robin Johnson www.carolinashealthcare.org, Charlotte, N.C. Sr. VP & CIO www.dell.com, Round Rock, Texas CIO Catalina Marketing Corp. Eric Williams Delphi Automotive LLP Timothy McCabe www.catalinamarketing.com, St. Petersburg, Fla. Exec. VP & CIO www.delphi.com, Troy, Mich. VP & CIO Catholic Health Partners Rebecca Sykes Detroit Medical Center Michael LeRoy www.health-partners.org, Cincinnati, Ohio Sr. VP of Resource Management & CIO www.dmc.org, Detroit, Mich. Sr. VP & CIO Catholic Healthcare West Deanna Wise DeVry Inc. Eric Dirst www.chwhealth.org, San Francisco, Calif. CIO www.devryinc.com, Downers Grove, Ill. Sr. VP & CIO CB Richard Ellis Group Inc. Don Goldstein Dimension Data Americas Darren Augi www.cbre.com, Los Angeles, Calif. Global CIO www.dimensiondata.com/rgn/na, New York, N.Y. VP of IT CDI Corp. Steve Levenkron Discover Financial Services Glenn Schneider www.cdicorp.com, Philadelphia, Pa. VP of Enterprise Computing Services www.discoverfinancial.com, Riverwoods, Ill. Sr. VP & CIO CDW LLC Jon Stevens Discovery Communications Inc. Kevin Loftis/Larry Laque www.cdw.com, Vernon Hills, Ill. Sr. VP of Operations & CIO www.discoverycommunications.com, Silver Spring, Md. Divisional CIO/Divisional CIO Celestica Inc. Mary Gendron Do it Best Corp. Mike Altendorf www.celestica.com, Manchester, N.H. Sr. VP & CIO www.doitbestcorp.com, Fort Wayne, Ind. VP of IT Centene Corp. Don Imholz Doe Run Resources Corp., dba The Doe Run Co. Sharon Gietl www.centene.com, St. Louis, Mo. Exec. VP & CIO www.doerun.com, St. Louis, Mo. VP of IT & CIO CenterPoint Properties Scott Zimmerman Dow Chemical Co. David Kepler www.centerpoint-prop.com, Oak Brook, Ill. CIO www.dow.com, Midland, Mich. Exec. VP & CIO CenturyLink Inc. Girish Varma DST Output Frank Delfer www.centurylink.com, Monroe, La. Sr. VP of IT Services www.dstoutput.com, Kansas City, Mo. Exec. VP of Technology & CTO CGI Group Inc. Guy Brosseau DTE Energy Co. Steven B. Ambrose www.cgi.com, Fairfax, Va. VP & CIO www.dteenergy.com, Detroit, Mich. VP & CIO CH2M Hill David Anderson Dunkin’ Brands Inc. Daniel J. Sheehan www.ch2mhill.com, Englewood, Colo. CIO www.dunkinbrands.com, Canton, Mass. Sr. VP & CIO The Charmer Sunbelt Group Paul Fipps Eastern Municipal Water District Joseph E. Gott www.charmer-sunbelt.com, New York, N.Y. Corp. VP of Business Services & CIO www.emwd.org, Perris, Calif. Dir. of IS Chevron Corp. Louie Ehrlich Eaton Corp. William W. Blausey Jr. www.chevron.com, San Ramon, Calif. President of Information Technology Co. & CIO www.eaton.com, Cleveland, Ohio Sr. VP & CIO Children’s Hospital & Medical Center George Reynolds, MD Ebsco Publishing Michael Gorrell www.childrensomaha.org, Omaha, Neb. Chief Medical Informatics Officer, VP, & CIO www.ebscohost.com, Ipswich, Mass. Sr. VP & CIO The Children’s Hospital of Philadelphia Bryan A. Wolf, MD Echo Global Logistics Inc. David Rowe www.chop.edu, Philadelphia, Pa. Sr. VP & CIO www.echo.com, Chicago, Ill. CTO Children’s Medical Center Dallas Pamela Arora Eka Chemicals Stefan Wennerback www.childrens.com, Dallas, Texas VP & CIO www.akzonobel.com/eka, Marietta, Ga. Application Manager Children’s National Medical Center Cherie Pardue Eli Lilly & Co. Michael C. Heim www.childrensnational.org, Wash., D.C. Interim CIO www.lilly.com, Indianapolis, Ind. Sr. VP & CIO Region Key Northeast South Midwest West Midwest • Spend 2.8% of revenue on IT, on average • 68% expect 2011 IT spending to exceed 2010 • 36% are introducing new IT-led products or services for their customers

West • Spend 3.2% of revenue on IT, on average • 77% expect 2011 IT spending to exceed 2010 • 49% are introducing new IT-led products or services for their customers

Elie Tahari Ltd. Nihad H. Aytaman www.elietahari.com, New York, N.Y. Dir. of Business Applications EMC Corp. Sanjay Mirchandani www.emc.com, Hopkinton, Mass. CIO & COO, Global Centers of Excellence Emerson Kathy McElligott www.emerson.com, St. Louis, Mo. VP & CIO Emkay Inc. Andrew Griffith www.emkay.com, Itasca, Ill. VP of IT Emory Healthcare Dedra Cantrell www.emoryhealthcare.org, Atlanta, Ga. CIO England Logistics Inc. Don J. Gregory www.englandlogistics.com, Salt Lake City, Utah Administrator of Business Technology Epicor Software Corp. Andy Stameson www.epicor.com, Livermore, Calif. VP of IT, Real Estate/Facilities, & CIO Equifax Inc. David C. Webb www.equifax.com, Atlanta, Ga. CIO Esurance Insurance Services Inc. Phil Swift Freightquote.com Shawn McCarrick www.esurance.com, San Francisco, Calif. CIO www.freightquote.com, Lenexa, Kan. COO & CIO Eurpac Information Services Mike Skinner Gaylord Entertainment Rik Reitmaier www.eurpac.com, Norwalk, Conn. CEO, Eurpac Brokerage Ops. & CIO, Eurpac Svc. Inc. www.gaylordentertainment.com, Nashville, Tenn. Sr. VP & CIO F5 Networks Inc. John Matthews GE Energy John Seral www.f5.com, Seattle, Wash. CIO www.ge-energy.com, Atlanta, Ga. VP & CIO of GE Energy Fair Isaac Corp. Tom Grahek Geisinger Health System Frank Richards www.fico.com, Minneapolis, Minn. VP of IT www.geisinger.org, Danville, Pa. CIO FedEx Corp. Robert B. Carter Genband Brad Bush www.fedex.com, Memphis, Tenn. Exec. VP of FedEx Info. Svcs. & CIO www.genband.com, Frisco, Texas CIO FFE Transportation Services Inc. Nick Cook Genuine Parts Co. Charles A. Chesnutt www.ffeinc.com, Dallas, Texas VP & CIO www.genpt.com, Atlanta, Ga. Sr. VP of IT & Process Improvement Field Asset Services Todd Ebner Global Crossing Anthony D. Christie www.fieldassets.com, Austin, Texas CIO www.globalcrossing.com, New York, N.Y. Chief Technology & Information Officer Fifth Third Bancorp. Joseph Robinson Goodwin Procter LLP Peter F.Lane www.53.com, Cincinnati, Ohio Exec. VP & CIO www.goodwinprocter.com, Boston, Mass. CIO First Data Corp. Kevin Kern Graybar Electric Company Inc. Scott Clifford www.firstdata.com, Atlanta, Ga. Exec. VP & CTO www.graybar.com, St. Louis, Mo. VP & CIO First Horizon National Corp. Bruce Livesay GreenStone Farm Credit Services Brook E. Walsh www.firsthorizon.com, Memphis, Tenn. Exec. VP & CIO www.greenstonefcs.com, East Lansing, Mich. Sr. VP & CIO FIS Brian Hurdis Grinnell Mutual Reinsurance Co. Dennis H. Mehmen www.fisglobal.com, Jacksonville, Fla. Exec. VP of Technology Services www.grinnellmutual.com, Grinnell, Iowa VP of Business Information Services & CIO Fiserv Inc. Maryann Goebel Group 1 Automotive Inc. James Druzbik www.fiserv.com, Brookfield, Wis. Exec. VP & CIO www.group1auto.com, Houston, Texas VP of IS Flextronics International Ltd. David Smoley Group Health Cooperative of South Central Wis. Galen M. Metz www.flextronics.com, San Jose, Calif. Sr. VP & CIO www.ghcscw.com, Madison, Wis. Dir. of IS & CIO Foley & Lardner LLP Doug Caddell Growmark Inc. Tim Piper www.foley.com, Milwaukee, Wis. CIO www.growmark.com, Bloomington, Ill. Exec. Dir. of IT & CIO Franciscan Missionaries of Our Lady Health System Dave Wendt Gwinnett Hospital System Inc. Ed Brown www.fmolhs.org, Baton Rouge, La. CIO www.gwinnettmedicalcenter.org, Lawrenceville, Ga. Sr. VP & CIO Freeman Decorating Services Inc. Richard Maranville GXS Worldwide Inc. Karl Salnoske www.freemanco.com, Dallas, Texas CIO www.gxs.com, Gaithersburg, Md. Exec. VP of Service Delivery & CIO Freescale Semiconductor Inc. Tarek ElHadidi Harleysville Group Inc. Jonathan L. Griggs

www.freescale.com, Austin, Texas VP & CIO www.harleysvillegroup.com, Harleysville, Pa. VP of Insurance Management Systems Etter Ryan Region Key Northeast South Midwest West INFORMATIONWEEK

KNOW YOUR NEIGHBORS California tops our list again, with 64 companies Northeast (up from 59 last year). New York is No. 2, with • Spend 3.1% of revenue on IT, 47. Texas and Illinois come next, with 38 and 37, on average respectively. Georgia (30), New Jersey (25), • 63% expect 2011 IT spending Ohio (24), Pennsylvania (21), and Michigan to exceed 2010 (20) follow, and Massachusetts and Missouri • 45% are introducing new are tied for 10th place, with 18 companies each. IT-led products or services for their customers

GET ALL THE DATA There’s so much more to find out about the InformationWeek 500 that won’t fit in our pages. The full report is free for a limited time at informationweek.com/analytics/2011/500

Hitachi Data Systems Corp. Rex Carter www.hds.com, Santa Clara, Calif. Sr. VP & CIO Hitachi Global Storage Technologies Craig Haught www.hitachigst.com, San Jose, Calif. Chief Information & Environmental Strategy Officer Hoag Memorial Hospital Presbyterian Tim C.L. Moore www.hoag.org, Newport Beach, Calif. Sr. VP & CIO Hogan Lovells U.S. LLP William Gregory www.hoganlovells.com, Wash., D.C. CIO South Horizon Blue Cross Blue Shield of New Jersey Douglas E. Blackwell www.horizonblue.com, Newark, N.J. Sr. VP & CIO Hovnanian Enterprises Inc. Nicholas Colisto • Spend 3.2% of revenue on IT, www.khov.com, Red Bank, N.J. VP & CIO on average Humana Inc. Brian P. LeClaire www.humana.com, Louisville, Ky. Sr. VP & Chief Service & Information Officer • 69% expect 2011 IT spending The Huntington National Bank Zahid Afzal www.huntington.com, Columbus, Ohio Exec. VP & CIO to exceed 2010 Hyatt Hotels Corp. Mike Blake www.hyatt.com, Chicago, Ill. CIO • 52% are introducing new Indiana Farm Bureau Insurance Greg Clancy IT-led products or services www.infarmbureau.com, Indianapolis, Ind. Sr. VP & CIO Infor Global Solutions Inc. Soma Somasundaram for their customers www.infor.com, Alpharetta, Ga. Sr. VP of Global Product Development InnerWorkings Inc. Jeff Robison www.inwk.com, Chicago, Ill. VP of eCommerce Solutions & Corporate Accounts Inova Health System Geoff Brown www.inova.org, Falls Church, Va. Sr. VP & CIO, Information Technology IntegraMed America Inc. Jeffrey Futterman www.integramed.com, Purchase, N.Y. VP of IT & CIO Interactive Data Corp. Alex Goor www.interactivedata.com, Bedford, Mass. CIO InterContinental Hotels Group (IHG) Tom Conophy www.ihg.com, Atlanta, Ga. Exec. VP & CIO The Harry Fox Agency Inc. Lou Trebino Internap Network Services Corp. Mike Higgins www.harryfox.com, New York, N.Y. Sr. VP & CIO www.internap.com, Atlanta, Ga. Sr. VP of Datacenter Services The Hartford Financial Services Group Inc. Jim Eckerle International Business Machines Corp. Jeanette Horan www.thehartford.com, Hartford, Conn. Exec.VP of Strategic Initiatives & Technology www.ibm.com, Armonk, N.Y. VP & CIO Hastings Mutual Insurance Co. Paul I. Ayoub Intersections Inc. William Fong www.hastingsmutual.com, Hastings, Mich. VP & CIO www.intersections.com, Chantilly, Va. Senior VP of IT Solution Delivery H.B. Fuller Co. David Moorman Intuit Inc. Sasan Goodarzi www.hbfuller.com, St. Paul, Minn. Global Dir. of IT www.intuit.com, Mountain View, Calif. CIO HCA Inc. Noel Williams Iowa Health System Joy Grosser www.hcahealthcare.com, Nashville, Tenn. HCA Sr. VP & CIO www.ihs.org, Des Moines, Iowa VP & CIO HCL Technologies Ltd. Shami Khorana iQor Holdings Inc. Vikas Kapoor www.hcltech.com, Sunnyvale, Calif. President of HCL America Inc. www.iqor.com, New York, N.Y. President & CEO HD Supply Michele Markham Iron Mountain Inc. Tasos Tsolakis www.hdsupply.com, Atlanta, Ga. Sr. VP & CIO www.ironmountain.com, Boston, Mass. Exec. VP & CIO Health Care Service Corp. Brian Hedberg Irving Materials Inc. Jerry Howard www.hcsc.com, Chicago, Ill. Sr. VP & CIO www.irvmat.com, Greenfield, Ind. VP of IT HealthSouth Corp. Rusty Yeager j2 Global Communications Inc. Alan Alters/Vince Niedzielski www.healthsouth.com, Birmingham, Ala. CIO www.j2global.com, Los Angeles, Calif. VP of Network Ops./VP of Engineering Healthways Inc. M. Haden McWhorter Jack Henry & Associates Inc. Mark Forbis www.healthways.com, Franklin, Tenn. VP of Business Technology & CIO www.jackhenry.com, Monett, Mo. VP & CTO Heartland Payment Systems Inc. Kris Herrin Jarden Consumer Solutions Edward Janowsky www.heartlandpaymentsystems.com, Princeton, N.J. CTO www.jardencs.com, Boca Raton, Fla. VP of IT & CIO Heidelberg USA Inc. Doug Kelton Jazz Semiconductor Gary Petzer www.us.heidelberg.com, Kennesaw, Ga. Dir. of IT www.jazzsemi.com, Newport Beach, Calif. Sr. Dir. of IT Henry Ford Health System Veeresh Nama J.B. Hunt Transport Services Inc. Kay J. Palmer www.henryford.com, Detroit, Mich. VP of IT www.jbhunt.com, Lowell, Ark. Exec. VP & CIO Herbalife Ltd. Mark Schissel J.C. Penney Company Inc. Ed Robben www.herbalife.com, Los Angeles, Calif. Sr. VP & CIO www.jcp.com, Plano, Texas Sr. VP & CIO Hewlett-Packard Co. Craig Flower JetBlue Airways Corp. Joseph Eng www.hp.com, Palo Alto, Calif. Sr. VP & Interim CIO www.jetblue.com, Forest Hills, N.Y. Exec. VP & CIO Hilton Worldwide Robert J. Webb Johns Hopkins Medicine Stephanie Reel www.hiltonworldwide.com, McLean, Va. CIO www.hopkinsmedicine.org, Baltimore, Md. VP of IS & CIO Hines Jesse Carrillo The Jones Group Norm Veit www.hines.com, Houston, Texas VP & CIO www.jonesgroupinc.com, Bristol, Pa. Exec. VP of MIS INFORMATIONWEEK

COMPANY HIGHEST-RANKING IT EXECUTIVE COMPANY HIGHEST-RANKING IT EXECUTIVE Region Region JPMorgan Chase & Co. Guy Chiarello Nalco Co. Stewart McCutcheon www.jpmorganchase.com, New York, N.Y. CIO www.nalco.com, Naperville, Ill. Chief Information & Productivity Officer K&L Gates LLP Steven W. Agnoli National Council of Architectural Registration BoardsGuillermo Ortiz de Zárate www.klgates.com, Pittsburgh, Pa. CIO www.ncarb.org, Wash., D.C. Dir. of IS Kaiser Permanente Philip Fasano National Government Services Inc. Tim Masheck www.kp.org, Oakland, Calif. Exec. VP & CIO www.ngsservices.com, Indianapolis, Ind. Staff VP of Health IT Kaman Industrial Technologies Corp. Brian Lombardo Nationwide Children’s Hospital Denise Zabawski www.kamandirect.com, Windsor, Conn. Sr. Dir. of Business Systems www.nationwidechildrens.org, Columbus, Ohio VP of IS & CIO Kansas City Power & Light Co. Charles H. Tickles Nationwide Mutual Insurance Co. Michael Keller www.kcpl.com, Kansas City, Mo. VP of IT www.nationwide.com, Columbus, Ohio Exec. VP & CIO Keane Inc. Imran Sayeed Navy Federal Credit Union Jerry Hermes www.keane.com, Boston, Mass. Sr. VP of App. Development & Management www.navyfederal.org, Vienna, Va. CIO Ketchum Inc. Andy Roach NCR Corp. William T. VanCuren www.ketchum.com, New York, N.Y. Partner & CIO www.ncr.com, Duluth, Ga. VP & CIO Kichler Lighting Steve Hammond NetApp Inc. Marina Levinson www.kichler.com, Cleveland, Ohio CIO www.netapp.com, Sunnyvale, Calif. Sr. VP & CIO Kimpton Hotels & Restaurants Donald OGrady Netgear Inc. Pat Collins www.kimptonhotels.com, San Francisco, Calif. Dir. of Technology www.netgear.com, San Jose, Calif. VP of IT Kindred Healthcare Inc. Rick Chapman NetScout Systems Inc. Ken Boyd www.kindredhealthcare.com, Louisville, Ky. Exec. VP, CIO, & CAO www.netscout.com, Westford, Mass. Sr. VP of Services & CIO Knight Capital Group Inc. Steven J. Sadoff New Jersey Manufacturers Insurance Co. Neil Delaney/Larry Gardner www.knight.com, Jersey City, N.J. Exec.VP, Global Head of Ops,. Services, & Tech. www.njm.com, West Trenton, N.J. CTO/Infrastructure Director Knight Transportation Inc. Cory Staheli Newmark Knight Frank Robert Ross www.knighttrans.com, Phoenix, Ariz. VP of IS www.newmarkkf.com, New York, N.Y. Dir. of IT Krueger International Inc. Vicki Petit Newport Corp. Greg Reischlein www.ki.com, Green Bay, Wis. VP of IS www.newport.com, Irvine, Calif. CIO L&T Infotech Sushma Rajagopalan New York-Presbyterian Hospital Aurelia G. Boyer www.lntinfotech.com, Edison, N.J. Head of Global Strategy www.nyp.org, New York, N.Y. Sr. VP & CIO Lamar Advertising Co. Ed Nettles The New York Times Co. Joseph Seibert www.lamar.com, Baton Rouge, La. VP & Dir. of IT www.nytco.com, New York, N.Y. Sr. VP & CIO Landstar System Inc. Larry S. Thomas Nissan Motor Co., Ltd. Celso Guiotoko www.landstar.com, Jacksonville, Fla. VP & CIO www.nissan-global.com, Franklin, Tenn. Corp. VP & CIO Leggett & Platt Inc. Michael Blinzler Northeast Georgia Medical Center Inc. Allana Cummings www.leggett.com, Carthage, Mo. VP of IT www.nghs.com, Gainesville, Ga. CIO Lehigh Valley Health Network Harry F. Lukens Northern Trust Corp. Scott Murray www.lvhn.org, Allentown, Pa. Sr. VP & CIO www.northerntrust.com, Chicago, Ill. Exec. VP & CTO Levi Strauss & Co. Tom Peck Northrop Grumman Corp. Bernard P. McVey www.levistrauss.com, San Francisco, Calif. Sr. VP & CIO www.northropgrumman.com, Falls Church, Va. VP & CIO LexisNexis Risk Solutions Armando Escalante NorthShore University HealthSystem Tom Smith www.lexisnexis.com/risk, Alpharetta, Ga. Sr. VP & CTO www.northshore.org, Evanston, Ill. CIO Littelfuse Inc. Ed Earl Norton Healthcare Inc. Steve L. Ready www.littelfuse.com, Chicago, Ill. CIO www.nortonhealthcare.com, Louisville, Ky. VP of IS Lockheed Martin Corp. Sondra Barbour Nygard International Partnership Len Nicolas www.lockheedmartin.com, Bethesda, Md. VP of Enterprise Business Services & CIO www.nygard.com, New York, N.Y. CIO Lockton David Robinson Occidental Petroleum Corp. Don Moore www.lockton.com, Kansas City, Mo. Sr. VP & CIO www.oxy.com, Los Angeles, Calif. VP & CIO Lowe’s Companies Inc. Michael K. Brown Old Dominion Freight Line Inc. Ken Erdner www.lowes.com, Mooresville, N.C. Exec. VP & CIO www.odfl.com, Thomasville, N.C. VP of IT MacAulay-Brown Inc. Thomas Batty OneAmerica Financial Partners Inc. Gene Berry www.macb.com, Dayton, Ohio Sr. VP of Business Operations www.oneamerica.com, Indianapolis, Ind. VP & CIO ManpowerGroup Denis Edwards Orlando Health Rick Schooler www.manpowergroup.com, Milwaukee, Wis. Global CIO www.orlandohealth.com, Orlando, Fla. VP of IS & CIO Mansfield Oil Co. Doug Haugh Owens Corning David Johns www.mansfieldoil.com, Gainsville, Ga. Exec. VP & CIO www.owenscorning.com, Toledo, Ohio Sr. VP & CIO Marcus & Millichap Real Estate Investment Svcs. Inc. Rick Peltz PACCAR Inc. Kyle Quinn www.marcusmillichap.com, Encino, Calif. Sr. VP & CIO www.paccar.com, Bellevue, Wash. VP & CIO Maritz Gil Hoffman Pacific Northwest National Laboratory Jerry Johnson www.maritz.com, Fenton, Mo. Sr. VP & CIO www.pnl.gov, Richland, Wash. CIO Marriott International Inc. Bruce Hoffmeister Parker Hannifin Corp. William G. Eline www.marriott.com, Bethesda, Md. Global CIO www.parker.com, Cleveland, Ohio VP & CIO Marsh Inc. Jim P. Lee/Praveen Kotha Parkland Health & Hospital System Nancy Folz-Murphy www.mmc.com, New York, N.Y. CIO/Sr. VP & Divisional CIO www.parklandhospital.com, Dallas, Texas VP of IT Martin Marietta Materials Inc. Chuck Musciano Parsons Corp. Scott Carl www.martinmarietta.com, Raleigh, N.C. VP & CIO www.parsons.com, Pasadena, Calif. CIO Massachusetts Mutual Life Insurance Co. Robert J. Casale Partners HealthCare System Inc. James Noga www.massmutual.com, Springfield, Mass. Exec. VP & CIO www.partners.org, Boston, Mass. VP & CIO Mayer Brown LLP David Tresch The Pasha Group David Beckerman www.mayerbrown.com, Chicago, Ill. CIO www.pashagroup.com, Corte Madera, Calif. VP of IT Services McAfee Inc. Mark Tonnesen Paychex Inc. Michael Gioja www.mcafee.com, Santa Clara, Calif. Sr. VP & CIO www.paychex.com, Rochester, N.Y. Sr. VP of IT, Product Management, & Devel. McCoy Corp. Dennis Strong PC Connection Inc. John Polizzi www.mccoys.com, San Marcos, Texas Sr. VP & CIO www.pcconnection.com, Merrimack, N.H. Sr. VP & CIO McKesson Corp. Randall N. Spratt Peabody Energy Lina Young www.mckesson.com, San Francisco, Calif. Exec. VP, CTO, & CIO www.peabodyenergy.com, St. Louis, Mo. Sr. VP of IT Medical Mutual of Ohio Kenneth Sidon Pearson eCollege Vance Allen www.medmutual.com, Cleveland, Ohio Exec. VP, CIO, & Security Officer www.pearsonlearningstudio.com, Centennial, Colo. CTO Medical Staffing Network Healthcare LLC Mel Sparacino Pegasus Solutions Inc. Mike Kistner www.msnhealth.com, Boca Raton, Fla. Exec. VP of IT www.pegs.com, Dallas, Texas CEO Memorial Hermann Healthcare System David Bradshaw Pegasystems Inc. Craig Dynes www.memorialhermann.org, Houston, Texas Chief IS & Chief Marketing & Planning Officer www.pega.com, Cambridge, Mass. Sr. VP & CFO Mercer Harry Van Drunen Pennsylvania Real Estate Investment Trust Helane Stein www.mercer.com, New York, N.Y. Global CIO www.preit.com, Philadelphia, Pa. Dir. of IT Merck J. Christopher Scalet Penske Truck Leasing Co. LP William L. Stobbart www.merck.com, Whitehouse Station, N.J. Exec. VP of Global Services & CIO www.gopenske.com, Reading, Pa. Sr. VP of IT Mercury Insurance Group Allan Lubitz Pfizer Inc. Jeffrey Keisling www.mercuryinsurance.com, Los Angeles, Calif. Sr. VP & CIO www.pfizer.com, New York, N.Y. Sr. VP & CIO Microsoft Corp. Tony Scott Pharmaceutical Product Development Inc. Mike Wilkinson www.microsoft.com, Redmond, Wash. Corp. VP & CIO www.ppdi.com, Wilmington, N.C. Exec. VP & CIO The Mitre Corp. Joel D. Jacobs PHH Arval Rob McFeaters www.mitre.org, Bedford, Mass. VP & CIO www.phharval.com, Sparks, Md. CIO Mitsubishi Motors North America Inc. Yoichi Yokozawa Pitt Ohio Express LLC Scott Sullivan www.mitsubishicars.com, Cypress, Calif. Sr. Exec. VP & CIO www.pittohio.com, Pittsburgh, Pa. CIO & CFO Mitsubishi Power Systems Americas Inc. Scott Minter PNC Financial Services Group Inc. Anuj Dhanda www.mpshq.com, Lake Mary, Fla. Director & CIO www.pnc.com, Pittsburgh, Pa. Exec. VP & CIO Monsanto Co. Shirley Cunningham Polo Ralph Lauren Corp. Howard Melnick www.monsanto.com, St. Louis, Mo. CIO www.ralphlauren.com, New York, N.Y. Sr. VP & CIO Motor Coach Industries International Inc. Gina Papworth Poudre Valley Health System Russell Branzell www.mcicoach.com, Schaumburg, Ill. Exec. Dir. of IT www.pvhs.org, Fort Collins, Colo. VP & CIO Movado Group Inc. Dr. Frank A. Morelli Premier Inc. Keith Figlioli www.movadogroup.com, Paramus, N.J. Sr. VP of Global Business Processes & CIO www.premierinc.com, Charlotte, N.C. Sr. VP of Healthcare Informatics Region Key Northeast South Midwest West INFORMATIONWEEK

COMPANY HIGHEST-RANKING IT EXECUTIVE COMPANY HIGHEST-RANKING IT EXECUTIVE Region Region Presidio Inc. Dave Hart Shaw Industries Group Inc. Roddy McKaig www.presidio.com, Greenbelt, Md. Exec. VP & CTO www.shawfloors.com, Dalton, Ga. VP of IS & CIO PRGX Global Inc. Michael Noel The Sherwin-Williams Co. Thomas Lucas www.prgx.com, Atlanta, Ga. Sr. VP & CIO www.sherwin.com, Cleveland, Ohio CIO PricewaterhouseCoopers LLP Stuart Fulton Sirva Inc. Erik Keller www.pwc.com, New York, N.Y. U.S. CIO www.sirva.com, Westmont, Ill. Sr. VP & Corp. CIO Primerica Inc. David Wade Six Flags Entertainment Corp. Michael S. Israel www.primerica.com, Duluth, Ga. Exec. VP & CIO www.sixflags.com, Grand Prairie, Texas Sr. VP & CIO Principal Financial Group Inc. Gary Scholten Skechers USA Inc. Clay Irving www.principal.com, Des Moines, Iowa Sr. VP & CIO www.skechers.com, Manhattan Beach, Calif. Sr. VP of IT The Procter & Gamble Co. Filippo Passerini Solutia Inc. Rahul Goturi www.pg.com, Cincinnati, Ohio Group President, Global Business Services & CIO www.solutia.com, St. Louis, Mo. VP & CIO Procurestaff Technologies Robert Brooks Sonoco Products Bernie Campbell www.procurestaff.com, New York, N.Y. VP of Technology www.sonoco.com, Hartsville, S.C. VP & CIO The Progressive Group of Insurance Cos. Raymond Voelker South Shore Hospital E. Delroy Dixon II www.progressive.com, Mayfield Village, Ohio CIO www.southshorehospital.org, South Weymouth, Mass. VP & CIO Progressive Impressions International Inc. Gary Moore Southern California Edison Mahvash Yazdi www.whateverittakes.com, Bloomington, Ill. CIO www.sce.com, Rosemead, Calif. Sr. VP of IT and Business Integration & CIO ProQuest LLC Kishor Patel Southern Co. Kenny Coleman www.proquest.com, Ann Arbor, Mich. CTO www.southerncompany.com, Atlanta, Ga. Sr. VP & CIO Provena Health John Lynch Southern Union Co. Steve Hotte www.provena.org, Mokena, Ill. System VP & CIO www.sug.com, Houston, Texas Sr. VP & CIO Providence Health and Services Doug Jones Specialized Transportation Inc. Brent Baker www.providence.org, Burbank, Calif. CIO www.STIdelivers.com, Fort Wayne, Ind. CIO Prudential Financial Inc. Barbara Koster Speedway Motorsports Inc. Jonathan Brady www.prudential.com, Newark, N.J. Sr. VP & CIO www.speedwaymotorsports.com, Charlotte, N.C. CIO Purdue Pharma L.P. Larry A. Pickett Jr. Spirit AeroSystems Inc. James L. Cocca www.purduepharma.com, Stamford, Conn. VP & CIO www.spiritaero.com, Wichita, Kan. VP & CIO Quest Diagnostics Inc. David S. Evans Sprint Nextel Corp. Peter Campbell www.questdiagnostics.com, Madison, N.J. VP of IT www.sprint.com, Overland Park, Kan. Sr. VP of IT Quintiles Richard Thomas SPX Corp. Kevin Eamigh www.quintiles.com, Durham, N.C. CIO www.spx.com, Charlotte, N.C. CIO Rackspace Hosting Inc. Steve Mills The Standard Register Co. Joanne Cummins www.rackspace.com, San Antonio, Texas CIO www.standardregister.com, Dayton, Ohio CIO RadNet Inc. Ranjan Jayanathan State Street Corp. Christopher Perretta www.radnet.com, Los Angeles, Calif. CIO www.statestreet.com, Boston, Mass. Exec. VP & CIO Ranbaxy Laboratories Ltd. David Briskman Steelcase Inc. Robert Krestakos www.ranbaxy.com, Princeton, N.J. VP & CIO www.steelcase.com, Grand Rapids, Mich. CIO Raytheon Co. Rebecca R. Rhoads Stein Mart Inc. Andrew Black www.raytheon.com, Waltham, Mass. VP & CIO www.steinmart.com, Jacksonville, Fla. VP of IT & CIO Recreational Equipment Inc. Bill Baumann Stewart Information Services Corp. Murshid Khan www.rei.com, Kent, Wash. VP of IT www.stewart.com, Houston, Texas Sr. VP & CIO Remy Cointreau USA Alexander Page-Relo Sutherland Global Services Inc. Deepak Batheja www.remyusa.com, New York, N.Y. CIO www.sutherlandglobal.com, Pittsford, N.Y. CTO Rent-A-Center Inc. Tony Fuller Sybase Inc. Jim Swartz www.rentacenter.com, Plano, Texas Sr. VP of IT & CIO www.sybase.com, Dublin, Calif. VP & CIO Republic Services Inc. William G. Halnon Symantec Corp. David Thompson www.republicservices.com, Phoenix, Ariz. Sr. VP & CIO www.symantec.com, Mountain View, Calif. Group President & CIO Riverbed Technology Thomas Bakewell Synopsys Debra Martucci www.riverbed.com, San Francisco, Calif. VP of IT & CIO www.synopsys.com, Mountain View, Calif. VP of IT & CIO R. L. Polk & Co. Joseph LaFeir Synovus Financial Corp. Jeff Kennedy www.polk.com, Southfield, Mich. Sr. VP & CIO www.synovus.com, Columbus, Ga. Group Exec. IT Rosendin Electric Inc. Sam Lamonica Tata Consultancy Services Ltd. Alok Kumar www.rosendin.com, San Jose, Calif. VP & CIO www.tcs.com, New York, N.Y. VP & Global Head of Internal IT & Shared Services Ross Stores Inc. Michael K. Kobayashi Tech Data Corp. John Tonnison www.rossstores.com, Pleasanton, Calif. Exec. VP of Supply Chain, Allocation, & CIO www.techdata.com, Clearwater, Fla. Exec. VP & Worldwide CIO Royal Caribbean Cruises Ltd. Bill Martin TECO Energy Inc. Karen M. Mincey www.royalcaribbean.com, Miami, Fla. VP & CIO www.tecoenergy.com, Tampa, Fla. VP of IT & CIO R.R. Donnelley Ken O’Brien Tenet Healthcare Corp. Stephen F. Brown www.rrdonnelley.com, Chicago, Ill. Exec. VP & CIO www.tenethealth.com, Dallas, Texas Exec. VP & CIO Ryan LLC Blake Holman Teradata Corp. Diana Bolden www.ryan.com, Dallas, Texas Sr. VP & CIO www.teradata.com, Dayton, Ohio CIO Sabre Holdings Barry Vandevier Terremark Worldwide Inc. Leoncio Casusol www.sabre-holdings.com, Southlake, Texas CIO www.terremark.com, Miami, Fla. CIO Saia Inc. Mark H. Robinson Teva Pharmaceuticals U.S.A. Inc. Jimmy Z. Wang www.saia.com, Johns Creek, Ga. VP & CIO www.tevausa.com, North Wales, Pa. VP & CIO St. Joseph Health System Larry Stofko Texas Health Resources Inc. Edward Marx www.stjhs.org, Orange, Calif. Sr. VP & CIO www.texashealth.org, Arlington, Texas Sr. VP & CIO Saint Peter’s Healthcare System Frank J. DiSanzo Texas Instruments Inc. Brian Bonner www.saintpetershcs.com, New Brunswick, N.J. VP & CIO www.ti.com, Dallas, Texas VP & CIO Salesforce.com Inc. Claus Moldt TIAA-CREF Annabelle Bexiga www.salesforce.com, San Francisco, Calif. Sr. VP of Service Delivery & Global CIO www.tiaa-cref.org, New York, N.Y. Sr. Man. Dir. & CIO, Int. Co-Head of Shared Svcs. Salvation Army U.S.A. Western Territory Clarence White The Timken Co. Dan Muller www.usw.salvationarmy.org, Long Beach, Calif. IT Secretary & CIO www.timken.com, Canton, Ohio Sr. VP of Strategy & CIO Sanford Health Arlyn Broekhuis Toshiba America Business Solutions Inc. Michael Torcaso www.sanfordhealth.org, Sioux Falls, S.D. CIO www.copiers.toshiba.com, Irvine, Calif. VP, CFO, & CIO Sanofi-aventis U.S. LLC Tom Carbonaro Total Systems Services Inc. (TYSY) Philip W. Tomlinson www.sanofi.us, Bridgewater, N.J. VP & CIO of U.S. Pharma Operations www.tsys.com, Columbus, Ga. Chairman of the Board & CEO SAS Suzanne Gordon Tower International Orrie Jones www.sas.com, Cary, N.C. VP of IT & CIO www.towerinternational.com, Livonia, Mich. VP & CIO Savvis Inc. Bryan Doerr Toyota Motor Sales U.S.A. Inc. Zack Hicks www.savvis.com, Town and Country, Mo. CTO www.toyota.com, Torrance, Calif. VP & CIO Schneider Electric Hervé Coureil Transatlantic Holdings Inc. George Di Martino www.schneider-electric.com/us, Palatine, Ill. CIO www.transre.com, New York, N.Y. Sr. VP & CIO Schneider National Inc. Judith Lemke Transitions Optical Inc. Maria Zabetakis www.schneider.com, Green Bay, Wis. Exec. VP & CIO www.transitions.com, Pinellas Park, Fla. Americas IT Director Schumacher Group Douglas Menefee Trinity Health Paul Browne www.schumachergroup.com, Lafayette, La. CIO www.trinity-health.org, Novi, Mich. Sr. VP of Info. Svcs. & Program Management Scottrade Inc. Ian Patterson The TriZetto Group Inc. Alan Cullop www.scottrade.com, St. Louis, Mo. CIO www.trizetto.com, Greenwood Village, Colo. Sr. VP & CIO Se2 Brent Littleton T-Systems David Andrews www.se2.com, Topeka, Kan. CTO www.t-systemsus.com, Rochester Hills, Mich. VP of ICT Operations Sealed Air Corp. Warren Kudman Tyson Foods Inc. Gary D. Cooper www.sealedair.com, Elmwood Park, N.J. VP & CIO www.tysonfoods.com, Springdale, Ark. Sr. VP & CIO Securian Financial Group Inc. Jean Delaney Nelson Unifi Inc. Mark Sidden www.securian.com, St. Paul, Minn. Sr. VP & CIO www.unifi.com, Greensboro, N.C. CIO Sempra Energy J. Chris Baker United States Conference of Catholic Bishops John Galotta www.sempra.com, San Diego, Calif. Sr. VP of Support Services & CIO www.usccb.org, Wash., D.C. Exec. Dir. of IT Sharp HealthCare William A. Spooner United Stationers Supply Co. S. David Bent www.sharp.com, San Diego, Calif. Sr. VP & CIO www.unitedstationers.com, Deerfield, Ill. Sr. VP of eBusiness Services & Corp. CIO Region Key Northeast South Midwest West INFORMATIONWEEK

COMPANY HIGHEST-RANKING IT EXECUTIVE Region United Technologies Corp. Nancy M. Davis www.utc.com, Hartford, Conn. VP & CIO University Health System William Phillips www.universityhealthsystem.com, San Antonio, Texas VP & CIO University of Arkansas for Medical Sciences David Miller www.uamshealth.com, Little Rock, Ark. Vice Chancellor & CIO University of Pennsylvania Health System Michael Restuccia www.pennmedicine.org, Philadelphia, Pa. VP & CIO University of Pittsburgh Medical Center (UPMC) Daniel S. Drawbaugh www.upmc.com, Pittsburgh, Pa. Sr. VP & CIO University of Wis. Hospitals and Clinics Authority Leroy E. Baker www.uwhealth.org, Madison, Wis. Interim VP & CIO Unum Group Kathy Owen www.unum.com, Chattanooga, Tenn. Sr. VP & Global CIO UPS Inc. David Barnes www.ups.com, Atlanta, Ga. Sr. VP & CIO USAA Greg Schwartz www.usaa.com, San Antonio, Texas Sr. VP of IT & CIO USANA Health Sciences Roy Truett www.usana.com, Salt Lake City, Utah COO USI Insurance Services LLC Stewart Gibson www.usi.biz, Briarcliff Manor, N.Y. Sr. VP & CIO UST Global Inc. Tony Velleca www.ust-global.com, Aliso Viejo, Calif. Joint CIO Vail Resorts Inc. Robert N. Urwiler www.vailresorts.com, Broomfield, Colo. Exec. VP & CIO Valassis Communications Inc. John Lieblang www.valassis.com, Livonia, Mich. Sr. VP & CIO Valmont Industries Inc. Steve Kaniewski www.valmont.com, Omaha, Neb. VP of IT Vanguard Paul Heller www.vanguard.com, Malvern, Pa. Managing Director & CIO Verizon Wireless Ajay Waghray www.verizonwireless.com, Basking Ridge, N.J. CIO VF Corp. Martin Schneider www.vfc.com, Greensboro, N.C. VP & CIO Vision-Ease Lens Flo Kinzel www.vision-ease.com, Ramsey, Minn. CIO VMware Inc. Mark Egan www.vmware.com, Palo Alto, Calif. CIO Volunteers of America Chesapeake Shyam Desigan www.voachesapeake.org, Lanham, Md. CFO & CIO VSE Corp. David W. Chivers www.vsecorp.com, Alexandria, Va. CIO VWR International LLC Charles R. Patel www.vwr.com, Radnor, Pa. Sr. VP & CIO Walgreen Co. Timothy J. Theriault www.walgreens.com, Deerfield, Ill. Sr. VP & CIO Wal-Mart Stores Inc. Rollin Ford www.walmart.com, Bentonville, Ark. Exec. VP & CIO Waste Management Inc. Puneet Bhasin www.wm.com, Houston, Texas Sr. VP & CIO We Energies Steve Cartwright www.we-energies.com, Milwaukee, Wis. CIO Websense Inc. Dave Baker www.websense.com, San Diego, Calif. VP of IT Wells Fargo & Co. Avid Modjtabai www.wellsfargo.com, San Francisco, Calif. Exec. VP of Technology & Operations Werner Enterprises Inc. Anthony M. DeCanti www.werner.com, Omaha, Neb. VP & CIO Westcon Group Inc. William Hurley www.westcongroup.com, Tarrytown, N.Y. Exec. VP & CTO Wheels Inc. Steven Loos www.wheels.com, Des Plaines, Ill. VP of IT & CIO Whirlpool Corp. Kevin V. Summers www.whirlpoolcorp.com, Benton Harbor, Mich. Sr. VP & Global CIO Wind River Systems Scott Fenton www.windriver.com, Alameda, Calif. VP & CIO WinWholesale Inc. Steve Hangen www.winwholesale.com, Dayton, Ohio CIO World Access Svc. Corp., dba Mondial Assistance USA Deborah Cassidy www.mondialusa.com, Richmond, Va. CIO World Wide Technology Inc. Bhavani Amirthalingam www.wwt.com, St. Louis, Mo. VP of IT Wright Express Corp. George Hogan www.wrightexpress.com, South Portland, Maine CIO Xerox Corp. John McDermott www.xerox.com, Norwalk, Conn. Corp. VP & CIO XO Communications Robert Geller www.xo.com, Herndon, Va. CIO Yahoo! Inc. Raymie Stata www.yahoo.com, Sunnyvale, Calif. CTO YRC Worldwide Inc. Michael Naatz www.yrcw.com, Overland Park, Kan. Pres., Customer Care Div. & Chief Customer Officer Zions Bancorporation Joe Reilly www.zionsbancorp.com, Salt Lake City, Utah Corporate CIO ZSL Inc. Shivakumar Kandaswamy www.zslinc.com, Edison, N.J. Exec. VP Region Key Northeast South Midwest West

62 Sept. 19, 2011 informationweek.com InformationWeek 500 innovators have creative solutions to not-so- unusual business problems. Could TWENTY these help your company? Great Ideas To Steal

More Personal Personalization Marriott wanted a more automated and scalable way to offer personalized search results to its online customers. So it came up with a taxonomy-based application that better matches information the system has about a customer with offers and site content. When Marriott Rewards members log in, the app tells the enterprise search engine what it knows about them, using a taxonomy that’s common for all systems integrated with the app. For example, it might know that a user’s preferred destination is Florida, based on past stay history. The Kaiser Permanente’s Telespecialists search engine then tells the content management system what Kaiser Permanente is using telemedicine to help patients connect remotely to specialists for same-day care in areas such as dermatology and orthopedics. It has launched the service in several regions, including mid- Atlantic states and Northern California, and found it’s cutting wait times. When a primary care physician determines that a patient needs to see a dermatologist, he or she takes high-resolution photos of the patient’s skin conditions and transmits them to a specialist, who then contacts the patient for a phone consultation. Kaiser has also piloted another service, called the Virtual Roving Dermatologist, that offers patients video consultations with specialists at the time of their primary care visit. For orthopedic care, primary care doctors connect with specialists using mobile video carts. This spares patients with bone injuries from having to travel long distances to see a specialist. In addition, it saves on the cost of would be of interest to that user. an additional visit to a specialist. Six early tests showed a 250% To date, Kaiser Permanente has found that 47% of patients requesting improvement in bookings per orthopedic teleconsultations are connected with specialists on the same click, and Marriott thinks it can day or the next day. With the Virtual Roving Dermatologist, Kaiser has found improve click-through rates that 67% of patients received same-day consultations, with 90% receiving long-term by around 80%. care within 25 minutes.

Get more great ideas from last year’s InformationWeek 500 at informationweek.com/500/10/ideas

informationweek.com Sept. 19, 2011 65 Cool Alternative For Controlling Pain Lehigh Valley Health Network Regional Burn Center needed a better way to manage burn vic- tims’ pain during treatment, since opioids and sedatives can increase hospital stays and costs. Private Cloud Gives AMD Added Flexibility One possibility: virtual reality, which controls pain by distrac- AMD’s private cloud handles all of the semiconductor maker’s design projects tion. But head gear and hand worldwide. To make it happen, AMD put more than 15,000 servers and storage controls hurt patients with burns devices on the same releases of OS, file system, storage management, and cluster software. AMD’s cloud runs on more than 115,000 CPU cores and more than 4 PB of storage. It supports 30 major projects, executing 40 million jobs a month. The cloud architecture means AMD can quickly reprioritize resources. Last year, it needed to shift massive amounts of compute power to a team working on a new x86 processor core. IT reallocated capacity over night to give the team about 45% of the cloud, letting it do two months of testing in five days.

PNC Uses ‘Wave’ Model To Integrate Acquisition on their faces, arms, or hands, and After PNC’s 2008 acquisition of Na- and account type. PNC then ran sim- the system had to be mobile, sim- tional City, the company converted ulations to predict potential cus- ple, and not spread infections. 6 million customers—along with tomer service problems. Integration Lehigh customized a virtual-re- 1 million mortgages, 16 million ac- leaders used the models to decide ality helmet on a mechanical arm counts, and 1,300 branches—to which waves of customers to set up so there’s only one point of con- PNC systems, processes, and brand. early, while postponing the waves tact with the patient. The $50,000 A key part of PNC’s integration likely to have problems, so teams unit has an infection control strategy was a new in-house system could fix them before the conversion. mouse and keyboard and is on a for migrating customers in four PNC completed the integration in mobile cart. The helmet immerses waves. National City accounts were 18 months, six months ahead of patients in a snowy environment, assigned to a wave based on cus- schedule, and exceeded initial cost- where they can throw snowballs tomer characteristics, such as geog- savings estimates by saving more at animals and other characters. raphy, branch transaction behavior, than $1.8 billion on a run-rate basis.

UPS Lends A Mobile Hand

After Haiti’s devastating earthquake last year, the Salvation Army needed help distributing relief supplies. UPS adapted UPS Trackpad, a handheld mobile device originally designed for campus environments. Using just two handheld scanners and a laptop, the Salvation Army was able to streamline supply distribution at a makeshift camp of more than 4,000 refugees. Families presented a laminated bar code identifying the number of people and the supplies needed. Trackpad determined the correct amount of food, shelter, and medical supplies for each family. Even after the camp was dissolved, the Salvation Army continued using Trackpad to help with the rebuilding effort.

66 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

Allstate’s App Attack

Looking to harness the energy and passion of its employees to solve problems, Allstate wanted a way to challenge people to come up with new mobile apps that would help them do their jobs better. That led to the App Attack contest, in which 100 employees on 43 teams competed to conceive, design, and code a mobile app in just 48 hours. Entrants worked at Allstate’s Technology Innovation Lab and Christiana Care Puts Responders On Display remotely, some as far away as Ire- land. Tech experts provided guid- Christiana Care Health System was intent on improving its emergency de- ance, and teams included coders partment’s communications system, so it implemented an automated call and people outside IT. Company routing and logging system, with workflow rules for call priorities and esca- execs judged the initial 43 en- lation. It also made data from more than 69,000 calls a year accessible. tries, picking eight finalists from Christiana Care also added a 21-inch touch-screen monitor outside one which winners were selected. trauma room. When a call is received, the monitor displays details of the case The success of the first App At- along with an interactive diagram of the room that shows the clinical positions tack in 2010 spawned App Attack Twenty Great Ideas Great Twenty around the patient. Before entering the room, responders touch positions on II in January. Seventy-four teams the monitor and scan their ID badges. This logs them in to selected roles in were challenged to design a mo- the room, and their names and photos appear on the diagram. A noninterac- bile app to help people be safer tive 42-inch monitor inside the trauma room shows the same information. drivers. Many entries applied The outside monitor ensures that only the necessary staff enter the treatment area, and the inside one improves communication among staff in the room, letting them easily identify colleagues behind their surgical masks.

IHG Shares Caching or availability changes, so partners Innovation don’t have to constantly ping the system to check for changes. InterContinental Hotels Group’s With Smart Cache, requests from reservation processing system gets partners to the hotel group’s sys- 45 million room availability and rate tems dropped 95%, from 4 million requests a day, with a 44% year- per day to 200,000. Its look-to-book over-year increase in requests. In ratio (number of site visits com- 2010, IHG forecast the system would pared with number of bookings) reach capacity by the third quarter, went from 2,000-to-1 to 80-to-1. requiring a $1.5 million upgrade. And instead of keeping this inno- game mechanics to driving be- That spurred IHG to develop vation to itself, IHG has released it to haviors in order to reward safer Smart Cache Services, a data caching the open community. OpenTravel driving. In the end, 13 finalists model that let its partners and on- Alliance, a nonprofit trade associa- were picked and two took home line travel agencies like Travelocity tion, has made one of the services— prizes. All of the ideas could be more efficiently manage IHG’s room the Change Discovery Service—part picked up by a sponsor inside the rates and availability information. of its 2010B specifications, so other company, and one now has a The system alerts them when a rate hotels can adopt it. patent pending.

68 Sept. 19, 2011 informationweek.com A Content Strategy That Adapts

C.O.R.E., Yahoo’s content optimization and relevance engine, lever- ages user data to fuel a set of algorithms aimed at delivering more personally relevant content. C.O.R.E. tests content’s popularity and updates its algorithm to direct objectives, such as revenue, user en- by displaying it to a small user stories to the right users. When sto- gagement, and personalization. It has group, and then displays the most ries don’t perform well, it reduces resulted in a 270% improvement in popular items to the majority of their exposure and alerts editors to click rates at Yahoo and contributed users. Every 5 minutes, the system try another angle or story. to a billion clicks on Yahoo’s home processes 100 GB of user feedback C.O.R.E. can optimize for multiple page in both January and March.

missions. It deployed Salesforce.com Vanguard’s More to make these changes, but more im- Social Workplace portantly built customized workflows with hundreds of rules to automate In financial services, employee the routing of student inquiries to the communications must be archived right adviser.It developed more than for seven years and all client ac- 40 integrations to other cloud and count information safeguarded. on-premises systems, possibly the That makes using social network- Twenty Great Ideas Great Twenty most of any Salesforce customer. ing tools for business a challenge, DeVry says the automation of vari- but Vanguard’s Enterprise 2.0 ini- DeVry Automates ous tasks is saving it $3.1 million an- tiative is overcoming the obstacles. With Salesforce nually. The system has slashed cus- Its Crew Think program uses tomer service response time to online social media to solicit ideas from As the parent company of DeVry inquiries and cut the time needed to employees. It recently collected University and other educational in- complete the admissions application several hundred ideas for themes stitutions, DeVry Inc.needed a way to from about 10 minutes to three.The that should be quickly respond to pro spec tive stu- simpler processes resulted in more covered in Van- dents’ inquiries and streamline ad- students applying last year. guard’s con - stitution—the core principles Fiserv Helps Banks Take On PayPal used to govern the company. Fiserv, a financial services technology provider, launched ZashPay last Other E2.0 ef- year to help its bank and credit union clients compete in the growing per- forts include allowing the com- son-to-person payments market against the likes of PayPal. The payment pany’s email and calendar on per- service lets anyone with a U.S. bank account send or receive money without sonal mobile devices, with more needing to know the other person’s bank account information. than 2,300 employees doing this. The big upside for customers is that they don’t need to create holding A multimedia center lets employ- accounts, since the money can come right out of their existing bank ac- ees create videos, animations, and counts. Zash Pay is accessible through participating online banking sites webcasts. It’s making extensive and at ZashPay’s site. To send money, users need only know the recipient’s use of videoconferencing, which name and email address or mobile phone number. Payments can be deliv- by itself has saved more than $2 ered in as little as one business day. Fiserv’s financial institution clients have million in travel costs. the option of charging a fee, creating additional revenue for them. Next up: Vanguard will expand More than 700 financial institutions have implemented ZashPay. use of some E2.0 tools to its clients.

70 Sept. 19, 2011 informationweek.com App Helps Prevent Deadly Blood Clots

Texas Health Resources, which operates 24 hospitals in north Texas, is using clinical decision- support software to identify patients at risk for venous throm- boembolism—blood clots that are a common cause of hospital deaths. The interactive Web application is based on a modified Ca - prini Risk Assessment model, which is used to assess the likelihood that a patient will develop Timken Cuts Stockouts One Part At A Time the dangerous clots. When a clinician clicks on the Timken, a provider of automotive on and combines that with infor- VTE risk assessment tool, it’s pop- products such as bearings, seals, and mation on industry repair rates. ulated with data from the pa- hub assemblies, has built a business With this data, Timken projects de- tient’s electronic health record, in- intelligence tool to help its author- mand for each part based on the ized automotive distributors better year, make, and model of registered track and manage inventory. vehicles. It also provides its cus- The service starts with a vast tomers with inventory recommen- Twenty Great Ideas Great Twenty data base of vehicle registration dations by product category and in- records, organized by county. It dividual part numbers, helping then maps part numbers to the them avoid stockouts and reduce specific vehicles that they’re used unused inventory.

Dunkin’ Cracks Down On Employee Theft

Dunkin’ Brands’ Dunkin’ Donuts chain has put the kibosh on employee theft by combining point-of-sale transactional data with its surveillance security system. Every time an employee touches the POS cluding diagnosis, procedures, system, dynamic keystroke transactions are and lab results. The clinician can saved and transferred to the surveillance sys- select additional risk factors, and tem. When certain transactions are performed, the app calculates a risk assess- a video clip is generated on the right side of the surveillance system’s ment score and suggests treat- screen, while the actual employee keystroke transaction is shown on the ment to meet the patient’s needs. left side. This lets managers see what’s happening at the counter or drive- The risk assessment tool has thru, and how the employee is operating the POS system. contributed to a more than 20% The system also lets managers review specific types of transactions, in- reduction in postoperative blood cluding voids, deletes, under-$1 total sales, and discounts, to see if product clots since its implementation. was given away for free or if money wasn’t properly accounted for during And physicians are more ac tively the transaction. engaged in VTE prevention as Dunkin’ Donuts makes the technology available to franchisees, and patient risk assessment has be - restaurants that utilize the integrated technology have significantly reduced come more automated. theft, recouping 2% to 6% of sales on average.

72 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

Amgen Lab Goes Paperless And Speeds Projects

The biotech company Amgen has created a paperless lab software system The Greening Of VDI that fully tracks and documents the analytical laboratory process, from spec- imen registration to reporting results to other systems within the company. Valmont Industries initially de- The system uses automated workflows to ensure that lab staff collect and ployed a virtual desktop infra- store the requisite data and metadata, use validated analytics, and record structure on thin clients to cut re- approvals. Data reporting and business intelligence tools are integrated pair response time in its manu - into the system, and it supports many aspects of laboratory management, facturing facilities and lower the including security and role and workload management. Employees access total cost of ownership for its sys- it via a browser, so there’s no client-side software to install, which makes it tems. The company, which man- easier to deploy worldwide and be used by contract labs. ufactures lighting, traffic, and util- With the new system, Amgen has increased the number of specimens ity poles as well as irrigation analyzed per day by as much as 200%, with a 40% reduction in labor.The lab equipment, got all that from VDI, decreased its project timelines by weeks, letting it process more projects. but its users complained of performance problems. So Valmont turned to 5- and Mercer Puts Pension Calculations In The Cloud 6-year-old computers that it was about to discard and used VDI Mercer does the complex calcula- engine as a private cloud, using Mi- to turn them into kiosks. The tions that let companies know how crosoft high-performance comput- older computers provide video much money they’ll need to fund ing and Windows Compute Cluster processing that outperforms their pensions. When a legacy system Server. Retirement Studio now uses thin clients, and they also have needed upgrading, the company in- more than 1,000 cores across five Twenty Great Ideas Great Twenty multimonitor capabilities that stead developed Retirement Studio, data centers, processing more than the thin clients don’t have. On using the Microsoft .NET framework. 5 million records daily. It improved top of those advantages, they But that system underutilized the processing time by a factor of 100. eliminate the cost of recycling processing power of newer multi- Next up is setting up public cloud the computers, lower capital core processors and couldn’t distrib- capacity in Microsoft Azure that costs, and provide a greener ute jobs across multiple servers. Mercer can tap for added capacity footprint for the company. So Mercer rewrote the calculation during times of peak usage.

Coaching Goes Digital

Convergys, which provides outsourced customer service, has more than 65,000 employees in 67 contact centers worldwide. Its agents handled more than 295 million calls last year, so helping these employees improve their skills is vital to its business. Enter Convergys’s eCoaching portal, a Web- based tool that captures agents’ performance data and provides performance improvement information. Team leaders get a scorecard for each agent they supervise that shows five-week trending on various metrics. They use the sum- maries in coaching sessions and can select de - vel op ment activities from the portal that will help agents improve their skills. Team leaders report spending more time on face-to-face conversations and less on administrative tasks.

74 Sept. 19, 2011 informationweek.com BUSINESS INNOVATION Here’s something an IT team never wants to hear: Cool technology, but how does it help us? It’s not something you’ll hear about these projects, which earned our Business Innovator awards for IW 500 initiatives that deliver practical value in an area critical to companies.

BUSINESS ANALYTICS P&G Turns Analysis Into Action

on’t despair if you hear The “what” models focus on data charts, and supplemental analytics some analytics buzz- such as shipments, sales, and mar- served up through Tibco Spotfire words in this description ket share. The “why” models high- data visualization and analysis soft- of two recent projects at light sales data down to the country, ware. The predictions are continually Procter & Gamble, be- territory, product line, and store lev- refined toward the end of each quar- Dcause in this case, they’re not herald- els, as well as drivers such as adver- ter. Third, they show a range of pos- ing unrealistic aspirations. P&G’s tising and consumer consumption, sible outcomes, allowing for what-if projects related to analytics and data factoring in region- and country- scenario planning visualization are changing how the specific economic data. The “ac- P&G didn’t just fall in love with consumer goods company operates tions” analyses look at levers P&G data; it has collected data from its and the day-to-day conversations its can pull, such as pricing, advertis- core SAP ERP and other applications executives have about performance. ing, and product mix, and provide for years, faithfully putting it in SAP BW and Oracle data warehouses (the Innovators Business latter now transitioning to Oracle Exa data). But before the Business Suf- ficiency program, all that work led to reporting silos that were hard to cor- relate. Individual country and product line managers could see their performance, but cross-company comparisons required labor-intensive data manipulation and analysis. P&G CEO Bob McDonald has staked out a mission to “digitize” the company’s processes from end to end, and Business Sufficiency is one way CIO Filippo Passerini and his [ CIO Passerini in the Business Sphere team are delivering on that agenda. “The key business benefit is the speed The first project, launched 18 estimates on what they deliver. of decision making,” says Guy Peri, months ago, is the Business Suffi- All these models have three things head of the business analytics unit. ciency program, which gives execu- in common. First, they focus on ex- Decisions that used to require up to tives predictions about P&G market ceptions—what’s doing better and a month of data gathering and re- share and other performance stats six worse than expected, so P&G exec- search can now be made within a day. to 12 months into the future. At its utives can learn what’s working and core is a series of analytic models de- copy it, while heading off the flops. Immersed In The Data signed to reveal what’s happening in Second, the models are all predictive, As the Business Sufficiency mod- the business now, why it’s happen- built on SAS analytics software and els started spitting out rich data vi- ing, and what actions P&G can take. delivered through dashboards, sualizations, P&G’s IT team realized

informationweek.com Sept. 19, 2011 77 INFORMATIONWEEK

something was missing. “We via video. Remote executives can see shampoo to diapers and potato chips. thought, ‘Wouldn’t it be great if we the same data visualizations displayed The Business Sphere at headquar- could give our lead teams all the in the meeting room from their lap- ters has inspired “mini spheres” at 42 data they need to make decisions tops or iPads. P&G is trying to patent P&G offices worldwide, using the during meetings,’” says Pat Kern, di- the Business Sphere concept. same technology. The screens allow rector of business intelligence. P&G’s Monday morning executive two-way communication, which is So the IT team broke out a shoe meetings using Business Sphere fol- crucial, says Kern, because facial ex- box. With all the sophistication of a low a similar pattern. CEO McDon- pressions speak volumes. third-grade diorama, they mocked up ald, vice chairman of global opera- Business Sphere meetings now their vision for Business Sphere. It’s tions Werner Geissler, and other execs take place at every level of P&G, now a real meeting room with a foot- review the state of the business. The with the same focus on the best and ball-shaped conference table at its map views are simple, with green, yel- worst results, and on taking action center surrounded by two 30-foot- low, and red indicators. With a busi- quickly. So, yes, P&G has the right wide projection screens. Six different ness analyst at the controls, executives buzzwords for any analytics project: dashboard and data visualization see a global map of markets growing predictive, holistic, actionable, proac- views can be projected across the or shrinking compared with expecta- tive, and collaborative. But it has an- screens, and at each end of the room tions, and they can drill down to the other one that many such projects are smaller displays that let executives countries and categories, which range lack: real. —Doug Henschen in far-flung locations join meetings at P&G from laundry detergent and ([email protected])

REVENUE GENERATION

Business Innovators Business Waste Management Takes On Pricing Complexity

ricing optimization soft- month, and relying on the experi- Bhasin says. While pricing software is ware, also called revenue ence and instinct of managers is “not available, there’s a lot of hard work in management software, is a scalable model,” says CIO and sen- learning what factors really drive mar- commonly used in a few ior VP Puneet Bhasin. Also, the com- ket prices and in customizing the industries—airlines and pany has started a multiyear effort to software to the industry and market. Photels, for example—but not widely increase revenue and cut costs, and The company first had to build its beyond those. Waste Management it’s counting on “pricing excellence” predictive models, which it did using found a way to make it work in the to meet its goals (see p. 31). SAS’s analytics software. “It takes a business of trash collection. Implementing a pricing optimiza- commitment to science and technol- The company created a system tion system can be daunting. One ogy not everyone has,” Bhasin says. that uses custom analytic models to reason is that price can be an emo- Waste Management built different predict whether a customer up for tional issue. If an airline passenger models for all 25 of its markets, since contract renewal is likely to accept who paid $500 finds that the person the drivers differ. IT custom-coded or reject a price increase. It consid- next to him paid $250, the $500 the models into decision support ers factors such as type of services, traveler isn’t happy. software, then established a portal to geography, and past behavior, as Waste Management’s services, give its pricing managers access to the well as competition and economic however, are different because every recommendations generated. conditions. Pricing managers get the bid is unique, says Bhasin. Location, The system will never replace a analysis, then exercise their own type of waste, weight and volume, manager’s judgment. But by model- judgment in determining whether scrap value, rules on where garbage ing the most important market driv- to push for an increase. can be taken, and competing servers, Bhasin says, Waste Management Waste Management needed the ices all go into its calculations. is working to be “more intelligent in pricing app for several reasons. One Another challenge is that there isn’t how we price our products.” is volume. The company provides an easy off-the-shelf pricing optimiza- —Chris Murphy more than 100,000 service quotes a tion system that companies can buy, ([email protected])

78 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

TECH-ENABLED NEW PRODUCTS FedEx Adapts From Overnight To Over Net

ederal Express made its since 2008 as FedEx Office. FedEx to the company’s website, choose name delivering critical Office Print & Go, which went live from a number of options for output documents overnight, in January, lets people transmit doc- and finishing, and then print to any around the world. More uments to a copy machine through a FedEx Office location. The service and more such docu- USB thumb drive or wirelessly using uses rich Internet application tech- Fments have gone digital, so the apps for the Apple iPhone and RIM nology to mimic the performance of company has had to use technology BlackBerry smartphones. The apps desktop printing applications. to keep a crucial role in business let people preview documents and Last year, FedEx enhanced the communications. The courier ac- send them to printers at any FedEx SOA-based service with options for quired Kinko’s in 2004 for $2.4 bil- Office location. Customers can also printing signs and large-format lion, with an eye to giving cus- pay for printouts at the machine, graphics, and with drivers that let tomers the means to send their completing the self-serve approach. people choose the service directly documents electronically to any of Print & Go uses a customized ver- from within the “Print” menu in Mi- 1,800 fully networked information sion of an e-printing app that Hew - crosoft applications. Print Online superhighway “off-ramps” around lett-Packard developed for commer- also lets people print documents the world for printing. cial use, in combination with Canon from Google Docs’ online storage, “In the world of content there’s printers that have been adapted for rather than on a person’s computer. still a significant need for our cus- compatibility with the service. “The For documents that contain, say, tomers to be able to move docu- world is now very rich with content trade secrets, people can choose ments and content securely and that never finds its way to print. But output at FedEx centers that have Business Innovators Business have them reproduced,” says FedEx the small percent that does needs an undergone ISO and FedEx internal CIO Rob Carter. off-ramp,” says Carter. security audits, including giving That’s why FedEx has launched FedEx’s first major link between workers security training, two innovative services aiming to digital and printing came in 2007, Both FedEx Office Print & Go simplify the task of preparing and when it launched FedEx Office Print and FedEx Office Print Online rely transmitting documents for output at Online to let customers upload doc- heavily on software developed in- former Kinko’s locations, rebranded uments from a PC or mobile device house by teams drawn from FedEx’s 7,000-person IT organization. There were a couple of keys to keeping the projects on track, Carter says. The teams used an agile development approach to get frequent feedback from people outside the teams. Also, Carter kept teams small. “We try to keep some of these innovative teams in IT down to what we call ‘two- pizza teams.’ If you can’t feed them with two pizzas, they’re probably getting too big,” he says. Carter also wouldn’t allow either service to go live until pretty close to perfect, meeting what the company call’s the “Purple Promise” for quality. Says Carter, “We’re fanatics about the customer experience.” —Paul McDougall [ FedEx builds more ways to go from digital to print ([email protected])

80 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

CUSTOMER EXPERIENCE Vail Turns Resort Customers Into ‘Brand Activists’

ramps up the deadline intensity. A ski resort has a limited season, so if the app isn’t ready on opening day, the clock starts ticking: For EpicMix, the RFID data-gathering system worked from day one of the 2010-2011 season. But it was several weeks into the season before the Web app was ready to let people interact with the data, and the mobile app came several weeks after that. The development teams had to put in some 24-hour days to get the apps out.

Tech Experience IT is deeply integrated into the guest experience at Vail’s resorts. Sea- [Must have powder—and data son tickets and loyalty cards are RFID-enabled, letting staff at lift lines ith the launch of All of those components made use handheld scanners to check Business Innovators Business Epic Mix, a Web and EpicMix “probably the most complex guests’ passes without them having smartphone app for IT project we’ve undertaken,” says to take them out of their pockets. skiers and snow- CIO Robert Urwiler. But complexity Those RFID-enabled tags were a boarders, IT will isn’t what’s changing IT at Vail. It’s key part of making EpicMix work— neverW be the same at Vail Resorts, EpicMix, which forces the IT team to people needed one of those cards to which runs five ski resorts in Col- focus on the customer experience provide the raw data to the app. orado and one at Lake Tahoe. more than internal needs. This EpicMix planners knew they wanted When EpicMix was launched in changes how the resort’s IT pros re- a passive system that could collect 2010, it was the first app of its kind gard their jobs, Urwiler says, since data as guests passed by, not some- in the ski industry, letting guests they get both the joy and anguish of thing people had to remember to track the vertical feet they ski or unvarnished customer feedback. scan. “What we didn’t want was to ride, collect digital pins for feats “This is much closer to a commer- create an obstruction,” Urwiler says. such as taking every lift at a resort, cial software endeavor than an en- Facebook presents another chal- and boast of their feats on Face- terprise IT project,” says Urwiler, lenge because the rules for what com- book. And they can share their who worked as CIO at Macromedia panies and app developers can do whereabouts on the mountain with before joining Vail in 2006. “It will change often as the platform evolves. their Facebook friends. end up over time attracting a differ- Did EpicMix pay off? Urwiler can’t Building it meant connecting the ent kind of person to the IT role.” point to a specific number of people mountain to the digital world, For the initial version of EpicMix, who skied or rode at Vail’s resorts which Vail’s IT team did by putting the resort company’s first mobile last season because of the app. How- RFID readers at every lift line so the app, Vail leaned heavily on contrac- ever, 100,000 people activated the resort could read guests’ tags. That tors. With big plans for version 2 in app, which is 15% of all season data stream was integrated with the coming ski season, Urwiler real- ticket holders and loyalty card mem- Vail’s customer database, which in ized he needs to build and maintain bers. Forty-five percent made their turn linked to the Web and smart- the app in-house, so he added a accounts visible on Facebook, which phone interface. Facebook integra- small mobile development team. led to 35 million impressions on the tion was a final step. Building customer-facing apps also social network. “It turns these

82 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

100,000 people into brand activists,” creating the “experience of a life- ment will increasingly be part of Urwiler says. “You have to earn time” for guests. Vail needs to differ- how guests judge their visits—and brand activists.” entiate its resorts from the competi- share those judgments with friends. More than anything, Urwiler sees tion, and while nothing beats great —Chris Murphy technology as part of Vail’s mission: snow and sunshine, the digital ele- ([email protected])

BUSINESS AGILITY Prudential Financial Moves Toward Paperless

ssuing a life insurance policy paper the following morning. The ePreview notifications. The IT team is a notoriously slow and pa- problem: If changes were needed to changed the underwriting portal for per-intensive process. The ap- the terms, or there were errors, the agents and brokers to allow requests plication is several pages paper version had to be printed again for electronic previews and handle long, agents or brokers create in full with the next nightly batch, the response. IT also changed mes- Iseveral multipage illustrations to ex- for another review the following saging in the WebSphere middle- plain to customers how a policy morning. ”Before, policies that were ware layer to support new commu- works, and then the final policy can not printed the way the producer nications between the portal and run into the dozens of sheets, which wanted could’ve taken several days back-end systems. face review, revision, and reprinting. to fix,” Anderson says. EPreview cre- It’s that kind of integration—be- No wonder industry players are ates a PDF of a policy immediately tween the portals and digital pub- experimenting with how to digitize after the underwriting department’s lishing tools to legacy systems—that pieces of the life insurance process, approval, so operations can review lays the groundwork for digitizing Business Innovators Business to cut costs, delays, and environmen- this digital version the same day. more of the process. “Outputs that tal impact. While many are targeting Creating this capability took inte- were created in three applications the sales and distribution end—for gration and middleware changes to needed to be merged into three example, John Hancock and Aflac PDFs,” Anderson says. “Since we have created iPad applications to re- did this with that process, we think place pulpy illustrations and sales “Before, policies we’re definitely going to be able to presentations—Prudential Financial use it with other projects as well.” has attacked the behind-the-scenes that were not To develop the ePreview interface, process. By doing so, with a new printed the way Prudential’s IT team did rapid pro- process called ePreview, the company totypes in collaboration with busi- is moving closer to creating a paper- the producer ness users of the system. Once they less policy issuance process through agreed on an interface, the team the entire sales cycle. wanted could’ve built the system and started ramping “EPreview was initiated through taken several up over several months the number our operations area, and it provides of cases it handled. In fact, the proj- some immediate improvement and days to fix.” ect team piggybacked on another efficiency in the work that they do,” —Teresa Anderson, director change: Prudential had introduced a says Teresa Anderson, Prudential’s of project management new version of its life insurance ap- director of project management. plication that it was rolling out by “But it also lays the foundation for geography, so the team decided to some strategic plans.” access data in Prudential’s main- use ePreview only for apps coming Originally, Prudential’s systems frames and servers, including its un- in on the new form. processed all new policies from derwriting, policy output, imaging The digital processing is paying agents or brokers (known as produc- and workflow, illustration, and cus- off, having reduced cycle times by ers) overnight in one batch. The po- tomer communications platforms. 20%, Anderson reports. lices were printed, and the opera- The changes mostly involved ex- —Nathan Golia tions department did all its review on porting data to PDFs and handling ([email protected])

84 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

PRODUCTIVITY Eli Lilly Brings New Openness To Drug Research

ombine an intense ambi- tion to slash the 10 years and $800 million it takes to develop new medicines with the ability to encode Cpromising new compounds so they can be digitally tested without revealing their full traits. Add academic researchers worldwide who’d like to [ Innovation program gives Lilly chemists ﬁrst dibs on promising compounds know if they’ve discovered a valuable new drug, but are wary of handing it But researchers fear losing owner- potential. The Open Innovation tools over to a big drugmaker. The result is ship of a promising compound to a reduce this manual manipulation, Eli Lilly’s inspired Open Innovation pharmaceutical behemoth. So Lilly says MaryJo Zaborow ski, informa- Drug Discovery program. Research Laboratories’ IT team devel- tion officer for Lilly Research Labo- Essential to Lilly’s intellectual prop- oped a system that lets researchers ratories. “We had to make this as lean Business Innovators Business erty are the tests, known as assays, submit compounds using a website as possible,” says Zaborowski. that it’s developed over many years to outside Lilly’s firewall, while encod- If both sides agree there’s potential see whether a compound has poten- ing the characteristics using digital after the digital screen, the researcher tial to yield a new drug. Assays deter- descriptors without revealing full de- can submit compounds for lab test- mine, for example, the likelihood a tails of the compound. The site coming. Lilly then has a window of time new compound could choke off the pares the descriptors with Lilly’s long to exclusively negotiate with the re - blood supply to a tumor—a long- list of identified compounds. A com- searcher, but the researcher main- sought means of arresting cancer—or pound’s properties are evaluated, tains IP and data rights. whether a molecule is accepted by a free, on the site by automated chem- The system has been in place since particular protein receptor. informatics tools, running the com- June 2009, and 400 researchers affil- Lilly thinks applying these tests to pound against Lilly’s assays to indi- iated with 245 institutes, universities, a much wider set of promising com- cate whether further testing of the and biotech firms have submitted. pounds could speed development substance would be worthwhile. It’s resulted in two signed agree- of drugs to fight cancer, Alz hei - The outside researcher controls ments, with a third pending. mer’s, diabetes, osteoporosis, and this automated analysis, triggering In addition to getting around other diseases. Giving the test re - whether to let evaluations proceed, intellectual property worries, “we sults free to researchers in universi- and all the data and intellectual prop- lib er ated a lot of time with this ties, biotech firms, and research erty rights are kept by the researcher. process,” Zaborowski says. Lilly’s institutes also could guide efforts An identification “never crosses our staff can concentrate on new com- toward the most promising lines. firewall. Everything stays on the pub- pounds they’re working on, while it From a business perspective, Lilly lic website,” says Alan Pal ko witz, ar- hopes re search ers around the world patents will soon expire on key rev- chitect of the Open Innovation sys- are drawn to its front door to more enue drivers such as Zyprexa, a tem and VP of Lilly’s discovery easily see if they’ve hit on something schizophrenic treatment drug that chemistry and technologies group. big. “That’s what we’re counting represented 22% of its revenue, or In the past, outside research re- on—the open source, collaborative $5 billion, in 2010. It needs new quired multiple evaluations by Lilly model,” she says. —Charles Babcock drugs to replace that revenue. staff before being determined to have ([email protected])

86 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

tenance, GSK technicians must work section by section, sealing off one area before proceeding to the next. To do Sensors tracked Gulf that they use what’s called a blind to cleanup gear [ close off pipe ends at the flange. Blinds must be inserted and removed SUPPLY CHAIN in a precise sequence. At GSK, BP tagged more than 100,000 blinds Asset Tracking Aids Huge BP Cleanup with RFID transmitters, which are then tracked by engineers with hand- hen the Deepwater sponders knew what they had to held readers. The data feeds into SAP Horizon oil rig ex- work with and what shape the and Control of Work software to au- ploded and sank last equipment was in. tomatically determine which flanges year, killing 11 peo- Track and Trace relies on a wide should be blinded, and when. ple and spewing oil range of sensing technologies that Another project under Track and Winto the Gulf of Mexico for 87 days, have been used for years in commer- Trace saw BP outfit oil trucks in BP faced one of the industry’s biggest cial applications—from RFID tags to Alaska with GSM-based equipment and costliest cleanup efforts ever. cellular phones and GPS devices. BP’s that transmits data to BP through the In managing that cleanup, BP challenge was to obtain custom ver- AT&T cellular network or, as a leveraged a wide-ranging IT initiative sions that were safe to use around oil backup, through Iridium’s satellites. Business Innovators Business it had launched the previous year, and gas and could survive harsh con- The system monitors driver activity under which the oil giant introduced ditions—from arctic chills to desert and sends alerts through email and smart tags and other supply chain heat to Gulf humidity. For instance, text about a suspected accident or and asset management technologies BP worked with a vendor partner to unsafe activity such as speeding or across its global operations. Because develop a GPS tracking device for hard braking. Monitoring about 900 of that work, “when the Macondo in- pipeline inspectors, who often work trucks, the system generates roughly cident did happen, we were able to alone in hazardous, remote condi- 500,000 messages per week. respond very, very quickly,” says tions. The vendor shrank its standard So what does BP do with all this John Baumgartner, chief of staff in device by one-third, changed the data? There isn’t a single location BP’s chief technology office. emergency notification from U.S. 911 that receives and responds to all BP calls the effort Track and to international SOS, and shielded Track and Trace input. Information Trace, and it involved deploying a the device so it wouldn’t emit sparks, from the truck sensors goes to a web of networked sensors across making it safe for use around com- team in Connecticut, for instance. key assets and field personnel. Its bustible materials. But the company hasn’t ruled out goal was to improve safety and com- Track and Trace technology also establishing a centralized, mission- pliance, and also save money—by had to be practical on a huge scale— control-style setup for handling all reducing by hundreds of millions of impacting operations of a company Track and Trace data. dollars BP’s asset loss and theft, em- that has about 80,000 employees at BP also is in the early stages of de- ployee downtime, and material thousands of facilities around the veloping or acquiring software to waste. “The economics are quite world and owns millions of pieces of help managers extract insight from all compelling,” says Baumgartner. field equipment, from pipelines to that data pouring in. “The next step In the Gulf, BP introduced Wave bulldozers. Just one aspect of the pro- is, how do you take all that data and Gliders (self-powered automatons gram, an effort to tag all flanges and help people make decisions?” says that float around collecting data on blinds at the company’s Gelsen - Baumgartner. “It’s early in the road air and water quality) and tagged kirchen (GSK) refinery in Germany, map, but it’s something we might be skimmers and other key assets shows what BP was up against. doing next.” —Paul McDougall across four states so that spill re- To perform routine refinery main- ([email protected])

88 Sept. 19, 2011 informationweek.com INFORMATIONWEEK

CUSTOMER INTIMACY Provider Uses E-Records To Recruit For Clinical Trials

hen recruiting patients of effort to get added value out of says. It’s more likely than an ad to for clinical trials, med- them with programs like this is com- produce the right conditions, as well. ical researchers still typ- paratively little.” ically get word out with The provider’s new clinical trial How It Works billboards and newspa- application, called Penn Research Once researchers identify the can- Wper ads. Some have tried Facebook Trial Advisory, took several months didate criteria for a clinical research lately. But those methods generally to develop. It has piloted the app in trial—diagnosis, sex, age, lab results, don’t attract enough of the right pa- its ob-gyn department, helping re- and medication—the criteria are em- tients, delaying research and some- cruit 200 patients for infertility clin- bedded as an alert in the ambulatory times leading to trial cancellations. ical trials. The test brought an 87% EMR. In the infertility clinical trials, Penn Medicine, part of the Univer- increase in the number of physician- criteria include data such as codes sity of Pennsylvania Health System, is referred patients for trials compared for a diagnosis of polycystic ovaries. trying something new: using the with the prior four-month period. If a patient matches the criteria, trove of data in electronic medical “The key is the much more tar- his or her doctor gets a message on records to find clinical trial candidates geted, available information sitting the patient’s EMR screen. Wells calls and then alert those patients’ doctors. in the EMR that’s now turned into a it a “gentle reminder” for the physi- It’s an example of how healthcare tremendous asset,” says Brian Wells, cian to mention the trial to an ap- IT teams are working to wring value Penn Medicine’s associate CIO. propriate candidate. Physicians can also select a link to learn more about the trial before discussing it Business Innovators Business with their patients, and they can print out material for patients. If the patient’s interested, the physician can send an email from the EMR to someone trained to discuss the research. If the patient decides to participate, it’s noted in the electronic chart so other physicians won’t ask the patient to take part in other trials. The app’s development team included several clinicians and researchers and a small IT team— mostly just one Epic EMR team member, who programmed the [ Penn Medicine is looking to do more with its electronic health records rules. “The hardest part of the project was getting clinicians to agree on from the electronic record systems Other departments plan to use the the rules so that you don’t generate they’ve often spent years implement- app for their own clinical trials. a lot of false positives,” Wells says. ing. Earlier this year Penn Medicine In general, 85% to 95% of patient The clinical trial advisory app completed a five-year project to roll care is provided by ambulatory care showed Penn Medicine’s team how out Epic e-records to its 1,800 em - clinicians—doctors in their offices or it can leverage the huge investment ployed physicians. “You often need other locations outside in-patient in EMRs. More important, Restuccia an army to install EMR systems,” hospital settings. Because they tend says, it’s moving Penn Medicine to- says Michael Restuccia, CIO of the to have a more ongoing, trusting reward its bigger goal of providing University of Pennsylvania Health lationship with their patients, those “more personalized medicine.” System. “But once you finally have docs are best positioned to recruit —Marianne Kolbasuk McGee these systems in place, the amount patients for clinical trials, Restuccia ([email protected])

90 Sept. 19, 2011 informationweek.com GOVERNMENT INNOVATORS From California to Washington, D.C., agencies are taking on ambitious IT initiatives on par with those in the private sector. The tools and strategies vary, but the goals are the same—better government services at lower costs.

Federal Agencies By John Foley and J. Nicholas Hoover

agement Accountability System. The new offering will feature self- service capability and rapid scalability, as well as continuous monitoring to meet evolving federal cybersecurity requirements.

General Services Administration GSA is making government services more accessible online with a revamped version of USASearch, a set of advanced search technologies for USA.gov. The site uses Mi- Army MC4 support crosoft’s Bing index and open team visits facilities source technologies, including across Afghanistan MySQL, Hadoop, and OpenCalais. [ USASearch developers employ ag- lectronic medical records can be difficult to implement in ile development to deliver new the best of situations. The U.S. Army faces the daunting task features quickly. of using EMRs in war zones. The Army recently took that The search engine is faster than effort a step further with the introduction of virtual mental before, and new features include health consultations for soldiers in Afghanistan. suggestions of related topics; op- EThe Army’s Medical Communications for Combat Casualty Care pro- timized mobile search; specialized gram is one of 15 technology-driven initiatives selected by Information- searches for websites, images, Week for recognition in our third annual Government Innovators compe- product recalls, and forms; and tition. The winners, chosen from dozens of nominations, illustrate how trending searches. technology is being used to provide better, more efficient, and, in the case Helped by USASearch’s open ar- of the Army’s MC4 program, lifesaving services. chitecture and improved licensing, an affiliate program includes more Veterans Affairs than 300 websites that share data In its shift to a cloud-first strategy, the VA’s data center group has estab- through the platform, ranging from lished one of federal government’s first infrastructure-as-a-service envi- the state of Connecticut to the city ronments. VA’s cloud went into pilot testing this summer, with the next government of Reno, Nev. stage being the FedRAMP security authorization process. Once authorized, two VA data centers will host the service, which could become available Office of Management in early fiscal 2012. and Budget The agency’s data center operations group will make IaaS available to It was a step in the right direc-

VA IT projects managed under CIO Roger Baker’s stringent Project Man- tion when OMB mandated that Army MC4

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agencies do a better job of project tain items in luggage, cutting down The Marshals Service has turned management by implementing on incoming phone calls. that around with an IT moderniza- their own project-review sessions tion that put the latest generation of using a framework called TechStat. U.S. Army tech tools—Windows 7 PCs and lap- It was a leap forward to actually The program name sums up the tops, collaboration apps, and VoIP— show them how to do that and critical nature of the work at hand: in the hands of its officers. Under CIO provide tools for getting started. Medical Communications for Com- Lisa Davis, the agency has consoli- OMB’s TechStat Toolkit, intro- bat Casualty Care. dated servers, established a central duced in February, provides agen- MC4 is the Army program, man- case-management database, and cies and their investment review aged from Fort Detrick, Md., that tightened IT security. boards with tools to conduct their oversees medical IT systems and It also undertook a pilot program own IT project reviews. A section use of EMRs on the battlefield. It’s to learn how iPhones and other of CIO.gov provides links to more been a busy year for the program. mobile devices could be used by its than a dozen documents and tem- In Afghanistan, the Army’s EMR on-the-go workforce. As other agen - plates that can be helpful in the system was integrated with the cies wonder how to close the tech TechStat process, including a list of Department of Defense’s en - gap for underperforming IT opera- questions to ask and how to create terprise network, providing im- tions, the Marshals Service shows a plan for taking corrective action. proved functionality and better se- what can be done. That material can be downloaded curity. MC4 also helped install a in a single Zip file. medical logistics system in an Los Alamos National Lab A training video provides an Army combat support hospital in After virtualizing 100 physical overview of TechStat and step-by- Afghanistan. servers and retiring three data cen- step instructions on how to pro- And the program had a hand in ters, Los Alamos National Laboratory ceed. OMB credits TechStat with the rollout of virtual behavioral deployed a private cloud, from which Innovators Government saving $3 billion by redirecting or health consultations between sol- it now offers infrastructure as a serv- eliminating troubled IT projects. diers and mental health specialists. ice to Los Alamos researchers. The The TechStat Toolkit should help That capability helps with suicide service, called Infrastructure on De- drive that number higher. prevention and identifying post- mand, represents the Department of traumatic stress disorder. Energy’s first foray into IaaS. Transportation Security Through Infrastructure on De- Administration U.S. Marshals Service mand’s self-service portal, Los TSA has taken its share of heat Three years ago, the U.S. Marshals Alamos has cut a 30-day server pro- this year, but it’s aiming to make air Service was the poster child for all visioning process down to 30 min- travel easier with MyTSA, an iPhone that’s wrong with federal IT. The utes. In its first six months, the serv- app that helps the public navigate agency’s IT infrastructure was a ice was used to provision more than through airport security. neglected mix of outdated PCs and 700 virtual machines. Users are MyTSA provides information software, redundant servers and charged only for the resources they about flight delays, checkpoint wait applications, and lax security. consume. A cost calculator can be times, and how to move quickly through security. Users can cus- tomize the app to display data on the closest airport (identified by GPS) or any airport of their choos- ing. The latest version, released in June, includes forecasts from the National Weather Service and meets compliance requirements for disabled users. The app helps make TSA more ef- Los Alamos Lab’s ficient, as well. Travelers can use it to cloud data center query whether they can bring cer- [

informationweek.com Sept. 19, 2011 93 range of resources: health data, APIs, applications, forums, software development competitions, and more. For example, a dashboard for Medicare prescription drug benefits, in beta release, provides statistical views of prescription drug cost and payment data collected by the Centers for Medicare and Medicaid Services. One goal is to spur development of other websites and apps that Standards help drive help in improving the health of the Customs’ innovations [ American public. That alone makes this an initiative worth watching. used to determine what the service The common operating platform will cost based on CPU, memory, and defines standards for the agency’s Internal Revenue Service disk usage. The IaaS service also Web, messaging, application server, The IRS’s embrace of social media, tracks how much energy it’s saving, and database software. The empha- coupled with the smartphone notifies users when they need to re- sis on standardization decreases the boom, provided the spark behind new VMs, and creates VMs upon amount of time and resources re- IRS2Go, the agency’s first mobile email approval by managers. quired for system main tenance, al- application. Taxpayers can use the lowing for increased innovation, app to access Where’s My Refund?, a Customs and Border Protection cost savings, and improved security. popular feature on IRS.gov. As part of a multiyear IT transfor- The agency built IRS2Go in six mation effort, Customs and Border Health and Human Services months using agile development. It Protection last year created a “com- The Department of Health and was one of the agency’s first projects mon operating platform,” standard- Human Services’ Health.Data.gov using the methodology, and may be izing the agency’s application infra- site is a compelling example of a catalyst for more. structure, system configurations, and what’s possible when government With IRS2Go, users can get their support processes. The effort has re- data is used to feed applications refund status and tax tips, follow sulted in increased availability and and drive community engagement. the agency on social media, and scalability of the agency’s IT systems, Launched in February as an off- contact customer service. Available while cutting costs by an estimated shoot of Data.gov, Uncle Sam’s for the iPhone and Android de- $2 million a year for every applica- repository of open government vices, it’s been downloaded more tion moved to the platform. data, Health.Data.gov is home to a than 250,000 times.

State And Local Government By John Foley

Santa Monica, Calif. Santa Monica’s City Net combines Net to provide high-speed Internet Santa Monica’s broadband fiber Wavelength Division Multiplexing access to hotel guests, while Santa network, deployed in 2010, serves equipment (from MRV Communica- Monica-UCLA Medical Center uses the California city in two funda- tions) and optical fiber into a metro- the network for telemedicine, as mental ways. City government politan network that’s available in well as for Internet connectivity now enjoys 10-Gbps networking at 100-MB, 1-GB, and 10-GB incre- from patient rooms. 67% of the cost of what it had ments. The network connects busi- Revenue generated from network been paying. Even more impor- nesses to 160 Internet service services helps fund network expan- tant, the new network has become providers operating from facilities in sion and two dozen Wi-Fi hotspots a magnet for local businesses at- Los Angeles, about 15 miles away. in city parks and buildings that are

tracted by those same benefits. Fairmont Miramar Hotel uses City available to the public at no cost. BurtonDonna

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Other U.S. cities are looking to tion cases within the department. A stop shop of crash-related data mimic Santa Monica’s approach. tax collections “optimizer” gener- that can be accessed by appropri- Long Beach, Calif., and Chicago are ates an action plan for collections ate state agencies. among those that have been in agents, taking into account their touch with Santa Monica’s IT team caseloads and the anticipated ef- North Carolina Controller for tips on how to do it. fectiveness of different steps. In law enforcement, connecting The results of the new system and the dots on people with criminal New York City related process changes are impres- backgrounds often makes the dif- Want to know the “cleanliness” sive. Collections of delinquent taxes ference in the outcome of a dan- ratings of New York City sidewalks? rose 8%, or $83 million, in 2010 com- gerous situation. A new applica- The state of potholes and repairs on pared with 2009. And field agents tion in North Carolina, called borough streets? That and much were more productive, accounting Criminal Justice Law Enforcement more about life in the Big Apple is for a 12% increase in the number of Automated Data Services, is de- available on NYC.gov. collections they handle. signed to hasten decision making Under Mayor Michael Bloomberg for safer outcomes. and CIO Carole Post, New York has Kansas Dept. of Transportation The application, which is being become a leading practitioner of In Kansas, following an auto acci- rolled out statewide over 18 open government. The city’s NYC- dent, a prisoner working in a state months, creates a comprehensive Stat site provides links to a dozen correctional facility used to manu- profile of an offender’s criminal his- other online resources, including ally enter data from the crash re- NYC Data Mine, a catalog of maps port into the Department of Trans- and other data available in ma- portation’s repository. It was a chine-readable formats. labor-intensive process with a lag

The city sponsors a software de- time of up to 12 months between Innovators Government velopment contest (Big Apps) and incident and data entry. in July launched a crowd-sourcing That 20th century “system” was initiative (Change By Us NYC) aimed replaced last year with an auto- at getting New Yorkers to share mated digital platform called the ideas for improving the city. In Jan- Kansas Traffic Records System that’s uary, Bloomberg appointed the shared by the Kansas Highway Pa- city’s first chief digital officer, Rachel trol, Kansas Bureau of Investigation, Sterne, and a “digital road map” lays and other state agencies. out a strategy for work ahead in the Law enforcement agencies now Connecting dots with areas of Internet access, citizen en- submit crash reports electronically [North Carolina system gagement, development of digital into the system. The reports must industry, and the creation of an be “cleared” by data validation soft- tory in the state and a watch list open government framework with ware, after which they are indexed that alerts law enforcement offi- APIs to city data. for later retrieval and analysis. A PDF cials via email of arrests or other copy of the original document is changes in status. New York State stored as well. The application uses SAS Institute Maybe tax increases aren’t the In addition to labor-related cost algorithms to cluster information to only answer. New York state’s De- savings, the expedited process has create a criminal’s profile, pulling in- partment of Taxation and Finance is implications for public safety. For formation from the North Carolina having success raising revenue by example, the Department of Trans- courts, jails, Department of Correc- using technology to improve col- portation can use the crash reposi- tions, and sex offender registry. Risk lection of delinquent taxes. tory in its evaluation of road repairs assessments are performed on pro- The department’s CISS Collec- and upgrades. files, and risk flags, such as “approach tions system combines XML, a As next steps, the department with caution,” are assigned to them. process engine, analytics, and busi- plans to incorporate DUI incidents ness process management to de- and emergency and trauma care Write to John Foley at termine where to route tax collec- data. Its goal is to create a one- [email protected].

informationweek.com Sept. 19, 2011 95 down toBusiness from the editor ROB PRESTON

IT Greatness Versus IT Risk

s we celebrate the nation’s top busi- ous—that IT projects “are now so big, and ness technology innovators and risk they touch so many aspects of an organization, Atakers in our annual InformationWeek that they pose a singular new risk.” Yet many 500 ranking, an interesting new Harvard of the examples the HBR researchers cite are Business Review article is taking a different years, even decades old. In fact, big-bang IT tack, warning executives about the financial initiatives were far more common in the 1990s perils of very ambitious IT projects. and early 2000s than they are today, when The HBR article focuses on those unwieldy, they’re more likely to be parsed into digestible budget-busting IT projects that can cost CIOs chunks than rammed down the throats of While a new research and CEOs their jobs—and do worse. “It will multiple departments all at once. be no surprise if a large, established company While mega-ERP and other project disasters article warns of the fails in the coming years because of an out- can and do still occur, IT governance and risk of-control IT project,” the authors write. “In mitigation practices have come a long way financial perils of big fact, the data suggests that one or more will.” since the dot-com bust and the most recent IT projects, business The authors reach that grim conclusion, they recession. Meantime, technology models like say, after poring over the budgets, actual costs, agile development and software as a service technology leaders and results of 1,471 IT projects with an average emphasize smaller-scale rollouts and smaller tab of $167 million. The average cost overrun up-front financial commitments, while big must keep their eyes of those projects: 27%. But more alarming, services contracts are more likely than ever to squarely on the upside they say, is their finding that one in six of those be tied to performance and outcomes so that projects incurred an average cost overrun of a vendors share in the risk and reward. whopping 200%. That is, the biggest IT proj- An HBR finding that jibes with our Infor- ects tend to run over budget, and a significant mationWeek 500 research is the need for com- percentage of them run way over budget. Fur- panies to tightly integrate product develop- thermore, almost 70% of those biggest budget- ment and IT. While our IW 500 relates busters also overrun their schedules, at a time success stories such as PACCAR and Vail Re- when business technology executives see speed sorts, HBR calls out a product development to market as their No. 1 priority, according to disaster, Airbus’s tech-intensive A380 airliner, our InformationWeek 500 research. which met with massive cost and schedule The HBR researchers argue that the biggest overruns because engineers and managers IT debacles typically occur at companies un- weren’t on the same page with IT experts. der financial duress. Their case in point is But at a time when IT organizations must Kmart, which filed for bankruptcy protection complete the transition from support shops to in 2002 after two of its IT projects, costing a drivers of growth and opportunity, companies combined $2 billion, “went off the rails.” must push the tech envelope rather than scale But Kmart was losing to Wal-Mart and Tar- back their ambitions. Yes, do the due diligence get well before those IT projects went awry, to avoid the massive screw-up, but don’t let and it only makes sense that the poorest-run the prospect of failure paralyze your resolve to companies also lack strong technology lead- innovate with technology at the core. ership. And could it be that the most troubled companies are the ones most likely to Rob Preston is VP and editor in chief of blame their problems on misguided IT? InformationWeek. You can write to Rob at Another premise of the study seems tenu- [email protected].

96 Sept 19, 2011 informationweek.com