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The Strategic CIO by Philip Weinzimer

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319
14
SectIon overvIew
Leverage Technologies Strategically
to Innovate Value
Strategic CIOs have a business focus and work with C-suite executives
to improve the competitive position of the company through leverag-
ing technologies strategically to innovate value. ere are three pre-
decessor stages that information technology (IT) organizations need
to complete before the C-suite and business units will allow them to
work on strategic initiatives that change the course of the company.
Value
4. Leverage Technologies
Strategically to Innovate
Value
3. Implement Initiatives to
Improve Margin
(Sales/Cost)
2. Understand the Business, Focus
on User Experience, and Improve
Business Skills of IT Personnel
1. Deliver Commodity
and Business Services
Exceptionally Well
Strategic IT Organization
Transformation Phases
Time
What are these stages? First, CIOs and the IT organization have to
build credibility by delivering services exceptionally well. Second, the
CIO and key IT personnel have to develop a well-founded understand-
ing of the business, industry, and the competitive environment, along
with a set of business-oriented competencies and skills. ird, the CIO
320
the strategiC Cio
and IT personnel have to successfully work in business teams to focus
and implement initiatives that drive margin and/or reduce cost. ese
are not easy steps. It took Rob Carter a number of years to build the
trust of the business. If you are a CIO, you understand the challenge.
If you are not, have a talk with your CIO to nd out how he or she
built the trust from the business. e real fun part, from the CIOs I
have spoken with, is working on the really cool stu that dramatically
changes the business model, results in new products, develops new pro-
cesses to service customers, or expands into new markets. is is what
this section of the book addresses.
Section Overview
e section starts with a chapter that explores the signicance of
leveraging technology strategically and examples of where infor-
mation and associated technologies seamlessly weave into our daily
lives. With this foundation, we highlight eight CIOs, in subsequent
chapters, who have successfully leveraged technologies strategically to
innovate value.
Following is a summary for each of the chapters in this section.
Chapter 15, Why Leveraging Technologies Strategically to Innovate
Value Is a Game Changer, provides an overview of how technol-
ogy leveraged strategically, provides innovative value, and is a game
changer when it comes to creating customer value.
What is the signicance of leveraging technology strategi-
cally and examples of where information and associated tech-
nologies seamlessly weave into our daily lives?
Chapter 16, How FedEx Leverages Technology Strategically to
Innovate Value, is devoted entirely to FedEx and Rob Carter, who
leads the IT organization and is a member of FedExs executive team.
Carter and his IT organization have dramatically changed the way
business units use IT, and he and his team have been instrumental in
molding a more information-rich business model to enable business
units to more eectively work together but still maintain this inde-
pendent structure.
321
seCtion overview
How did Rob Carter and his IT organization have dramati-
cally change the way business units use IT?
How did the IT organization provide a more information-rich
business model to enable business units to more eectively
work together but still maintain this independent structure?
What are some examples of how business personnel use infor-
mation to improve operational performance?
Chapter 17, How Procter & Gamble Leverages Technology Strate-
gically to Innovate Value, focuses on Procter and Gamble (P&G)
and Filippo Passerini—group president of Global Business Services
and CIO. Passerini and his team digitized the information infra-
structure eliminating the complexities caused by separate informa-
tion databases, which disrupts the analysis and decision-making
process. His implementation of decision cockpits and business
sphere conference rooms enable business teams make well-informed
business decisions.
How did Passerini and his team digitize the information
infrastructure eliminating the complexities caused by sepa-
rate information databases, which disrupts the analysis and
decision-making process?
How do workstation decision cockpits and business sphere
conference rooms enable business teams to make well-
informed business decisions?
Chapter 18, How Five CIOs from Dierent Industries Improved
eir Companies by Leveraging Technology Strategically to Innovate
Value, focuses on ve CIOs and how they exploited technology to
innovate value.
How did Dave Finnegan, CIO at Build a Bear, leverage tech-
nology to change the business model?
How did Gary Wimberly, CIO at Express Scripts, leverage
technology where information about patient care is used to
improve health outcomes.

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