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.
e section starts with a chapter that explores the signicance 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
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 signicance 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 FedEx’s 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 eectively work together but still maintain this inde-