CIO Talk Radio

Guest: Jay Keyse Title: CTO & Chief Strategist Data Centre Services, HP Enterprise Services Guest: Peter J. Tseronis Title: Chief Technology Officer, US Department of Energy Guest: Phillip B. (Brad) Vaughan Title: SVP and Chief Information Officer, Black & Veatch Corporation In our mobile and interconnected world, we're constantly playing catch up with "what", "how much", and "where" as we try to meet the expectations of our customers who want it all yesterday. We may feel we're not "in control," but could IT change that? If so, how? For example, what if we were to create a dynamically scalable and extensible IT application and infrastructure portfolio where all costs are variable and all IT is provisioned "on demand" to meet this end? Would this be a good idea? Would it solve our problems?

Guest: Harish Ramani Title: SVP and Global Chief Information Officer, Constellation Brands Guest: Larry Bonfante Title: Chief Information Officer, the United States Tennis Association, Author Guest: Stephen J. Bozzo Title: SVP and Chief Information Officer, 1-800-FLOWERS.COM Change is always hard. How do you move from pure luck at implementing a successful change to ensured change success? How do you make a successful change repeatable? We know the milestones: vision, the building of momentum as the change is implemented, eventual sustainability, and finally the desired results!  But what does it really take to successfully steer your organization to a successful change though these milestones, and then reliably repeat the process again and again, as needed, within the organization and beyond to other organizations?

Guest: Shailesh Grover Title: Global Head of Quality and Continuous Improvement, Barclays Bank PLC, London, UK Guest: Steve Bell Title: Author & Lean IT Coach, Lean Enterprise Institute Faculty For decades, companies have implemented CI to improve and simplify processes, eliminate waste, reduce response time, and improve quality & customer service with an eye towards increased revenue. While a CI Project may reduce process cycles and defects, it may still not significantly impact the bottom line. Why do CI projects fail to deliver? In a brutally fast paced competitive environment, would accelerating initiatives help, or is that just a knee jerk reaction? How difficult is it to align CI initiatives with organizational strategy? what kind of cultural changes do these projects require?  Is IT in a position to reduce the failure rate? What kind of partnership is needed between IT and management?

Guest: David Giambruno Title: SVP and Chief Information Officer, Revlon Guest: David Smoley Title: Senior Vice President and Chief Information Officer, Flextronics Guest: Russ Daniels Title: VP and Chief Technology Officer, HP Enterprise Services Hewlett-Packard In today's competitive world, the agility of a business depends on the agility of it's IT. Enterprises need to be fast and nimble to deliver on any task/project using managed, outsourced, private cloud or public cloud. Are enterprises prepared for this kind of agility? What changes to enterprise DNA are required in to adopt and flourish using this hybrid delivery model?

Guest: George Tumas Title: Chief Information Officer of Internet Services Development, Wells Fargo Guest: Joseph L. Drouin Title: SVP and Chief Information Officer, Kelly Services Disruptive innovation is new tech that burns through the market place, displacing traditional technologies. It can be hard to recognize at first. Planned innovations are market oriented and entrepreneurial.  They require vision, discipline, and team building. Sustained innovation relies on the day-by-day, incremental innovations by employees in a system that tolerates risks, rewards creativity, and encourages open communication. Each of these ways of innovating has its own requirements as to leadership style, etc. If IT is the common backbone across business units, how can a CIO help facilitate a framework to foster one or more of these types of innovation styles within one organization?  Can all 3 co-exist within ONE organization?

Guest: Clint D. Gibler Title: Senior Vice President and CIO - Information Services, Western & Southern Financial Group Guest: Jeff Peterson Title: Vice President and Chief Information Officer, Amway There are five factors that affect brand positioning: 1) attributes, 2) buyer expectations, 3) competitor attributes, and 4) price, for 5) perceived quality. Today, IT critically impacts many operations and functions across business, so shouldn’t it be able to help on these factors and improve brand positioning? How can IT help grow the brand?

Guest: Manish Kapoor Title: SVP of IS, NuStar Energy Guest: Mike Marcotte Title: Global CIO & head of information technology, EchoStar Corp. Guest: Nevin Zimmermann Title: Chief Technology Officer, GE Healthcare Organizations are under unrelenting pressure to grow, drive efficiency, and mitigate risks. Worsening the situation, the continual onslaught of changes in workplace trends and technologies has resulted in a complex and costly, high maintenance workplace. As an answer, "Desktop as a Service" has emerged as part of an overall IT industrialization trend. DaaS promises cost savings, enables a high degree of consumerization/personalization, and transfers costs from CapEx to OpEx, while reducing or even eliminating the need for Workplace IT asset management. Can DaaS solve the challenges of an expensive, constantly changing, overly complex workplace as promised, or is this just hype? Is DaaS the Panacea we’ve all been waiting for?

Guest: J. Stephen Fletcher Title: Chief Information Officer and Executive Director of the Department of Technology Services, State of Utah, and President of NASCIO Guest: Michael L. Capone Title: Corporate Vice President and CIO, Automatic Data Processing, Inc. For better or for worse, the future of IT will be shaped by today's policies, politics, and available resources.  Policies that could hamper innovation and advancement need to be influenced and mitigated where feasible. Stakeholder politics will always be part of the corporate landscape. Short resources are a chronic issue. If IT is to move forward to create a better future, where do we begin the battles, and how do we judge when we have won?

Guest: Katherine Klein Title: Edward H. Bowman Professor of Management, Wharton Guest: Michael B. Koval Title: Senior Vice President and Chief Information Officer, Long and Foster A leader is able to lead because he is trusted by his team. They know him and what to expect. On the other hand, the business environment can change rapidly and unexpectedly, and a CIO must be ready to respond accordingly. Unfortunately that generally means bringing change into the organization, and change brings with it, uncertainty. Oops! There goes the hard won trust of the IT team, which can affect the CIO's leadership. How does a CIO solve this dilemma?

Guest: Denis Edwards Title: Global Chief Information Officer, Manpower, Inc. Guest: Jeffrey Pfeffer, Ph. D. Title: Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford An aggressive, assertive, and high-visibility CIO tends to redirect recognition from those who execute the details and stifle team spirit, resulting in frustration and dissatisfaction. On the other hand, a CIO who appears reticent and takes time to delegate responsibility and build and nurture future leadership talent, may be perceived as being inattentive to business and lacking leadership him/herself, resulting in a vote of no confidence by management. How does a CIO solve this dilemma?

Guest: Jane Barrett Title: Managing Vice President, Gartner's AMR Supply Chain Research group Guest: Michael J. Naatz Title: Chief Customer Officer, Chief Information and Service Officer, YRC Worldwide Supply chain management has never been a piece of cake. There are challenges related to cost fluctuations, supply disruptions, transportation capacity misjudgments, constraints, and many other challenges. Are you fully utilizing your ability to interconnect, automate, and introducing intelligence to the way your supply chain predicts disruptions, and smartly change course to keep business humming? What resources and support you need to make this happen?

Guest: Richard Thomas Watson Title: J. Rex Fuqua Distinguished Chair for Internet Strategy, Terry College, University of Georgia, SIM APC Research Director Guest: Robert MacTaggart Title: Chief Information Officer, Leviton Manufacturing Co. Energy Informatics is about using IS to collect information on energy usage, so that it can be optimized to save energy and money! For example, IS collects information from sensors to tell if a room is being used, and turn off energy when it isn’t, or collects information to identify more efficient driving routes to save on gas. While many US CIOs support Green IT, they’ve lagged on adopting Informatics. What will it take for IT to plug into this new approach to saving energy?

Guest: Sam Coursen Title: Vice President and Chief Information Officer (CIO), Freescale Semiconductor Guest: Steve Romeo Title: Vice President of Information Technology, Breg, Inc. Once forbidden under rubrics such as Rogue or Shadow IT, consumer technology is invading workplaces everywhere! The officially sanctioned (and controlled) productivity tools of corporate IT are finding it hard to compete with the multiplicity of cool new consumer gadgets promising sky-is-the-limit productivity. The CIO must now weigh the headaches of increased security vulnerability, privacy issues, and the complicated management of data shared over a motley assortment of gadgets, against the possible loss of significant competitive advantages. How does a CIO solve this dilemma?

Guest: D. Edward Wagoner Title: Americas Chief Information Officer, Jones Lang LaSalle Guest: Maureen Erbach Title: Human Resource Business Partner, Information Technology, Zurich N.A. Guest: Richard W. (Dick) Beatty Title: Professor of Human Resource Management, Rutgers University IT is chronically long or short on resources. Resources need to be subtracted or added based on attrition, changes in tech trends, and the need to scale operations or respond on demand.  Meanwhile HR sits between a rock and a hard place, mandated to find the resources IT needs within budget constraints, while handicapped by a limited understanding of technologies and jargon, and courted by a multitude of IT vendors. What's the best way to align HR with the ever changing needs of IT?

Guest: Alex Z. Pettit Title: State Chief Information Officer and Secretary of Information Technology and Telecommunications Guest: Saad Ayub Title: Senior Vice President, Chief Information Officer, Scholastic Inc. The Chief Strategy Officer defines, refines, and brings clarity to the strategic issues an organization faces, so that all resources can be aligned into one cohesive force focused on a single mission, ready to move the company forward. Is the role of CIO good training for this kind of responsibility? If we wanted to train a CIO to better prepare him/her for the role of Chief Strategist, what advantages or handicaps would such training create for a CIO?