Information Week 500 2010 Full Report 8758322 3

A n a l y t i c s R e p o r t

A n a l y t i c s . I n f o r m a t i o n W e e k . c o m

S e p t e m b e r 2 0 1 0$ 4 9 9

Report ID: R1460910

2 0 1 0I n fo r m at i o n We e kThis year’s InformationWeek 500 companies

are refocusing their IT efforts on innovation

and growth, often after deep cuts during

the downturn. By InformationWeek Staff

CONT

ENTS

2 September 2010 © 2010 InformationWeek, Reproduction Prohibited

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A n a l y t i c s . I n fo r m a t i o n We e k . c o m

I n f o r m a t i o n W e e k

4 Research Synopsis

5 The Growth Imperative

14 The Vanguard Group

19 InterContinental Hotels

22 Colgate-Palmolive

26 Merck

29 University of Pittsburgh Medical Center

33 20 Great Ideas to Steal

44 Top 250 Innovators

51 Masters of Technology

53 Know Your Neighbors

57 Government Innovators

61 State & Local Government

Industries

64 Banking & Financial Services

65 Consulting & Business Services

66 Energy & Utilities

67 Healthcare & Medical

68 Insurance

69 Information Technology

71 Logistics & Transportation

72 Manufacturers Look to Cut Costs

9 Figure 1: Innovation Plans

10 Figure 2: Technology Initiatives That Improved Company Productivity

11 Figure 3: New Web Technologies: 2010 vs. 2009

70 Figure 4: New Web Technologies

73 Figure 5: Innovation Plans: 2010 vs. 2009

74 Figure 6: Global IT Strategies

75 Figure 7: Global IT Strategies: 2010 vs.2009

76 Figure 8: Technology Initiatives That Improved Company Productivity

77 Figure 9: Technology Initiatives That Improved Company Productivity: 2010 vs. 2009

78 Figure 10: IT-Driven Patents and Copyrights

78 Figure 11: IT-Driven Patents and Copyrights: 2010 vs. 2009

79 Figure 12: IT Adding Value Back to the Business

79 Figure 13: Reporting Structure for CIO

80 Figure 14: Reporting Structure for CIO: 2010 vs. 2009

81 Figure 15: CIO Areas of Responsibility Outside of IT

82 Figure 16: CIO Areas of Responsibility Outside of IT: 2010 vs. 2009

83 Figure 17: CIO Involvement with New Product Development

83 Figure 18: CIO Involvement with New Product Development: 2010 vs. 2009

84 Figure 19: IT Budget Allocation

84 Figure 20: IT Budget Allocation: 2010 vs. 2009

85 Figure 21: IT Budget Trend

86 Figure 22: Industry

97 Figure 23: Public vs. PrivateCONT

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87 Figure 24: IT Spending Expectations

88 Figure 25: IT Spending Expectations: 2010 vs. 2009

88 Figure 26: InformationWeek 500 Spending Overview

89 Figure 27: Top 100: Innovation Plans

90 Figure 28: Top 100: New Web Technologies

91 Figure 29: Top 100: Global IT Strategies

92 Figure 30: Top 100: Technology Initiatives That Improved Company Productivity

93 Figure 31: Top 100: IT-Driven Patents And Copyrights

93 Figure 32: Top 100: Reporting Structure For CIO

94 Figure 33: Top 100: CIO Areas Of Responsibility Outside Of IT

95 Figure 34: Top 100: It Adding Value Back To The Business

95 Figure 35: Top 100: CIO Involvement With New Product Development

96 Figure 38: Top 100: IT Budget Allocation

96 Figure 37: Top 100: IT Spending Expectations

97 Figure 38: Top 100: Spending Overview

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Survey Name: 2010 InformationWeek 500

Survey Date: December 2009 to April 2010 Region: United StatesNumber of Respondents: 500

Methodology:To be ranked in the InformationWeek 500, companies with revenue of$250 million or more must complete a rigorous application on their tech-nology strategies. The process includes quantitative and qualitativeassessments of business tech innovation. Completed applications arereviewed by a panel of InformationWeek editors, who determine the rank-ing. The data is aggregated for all 500 companies and by industry; indi-vidual company data isn’t disclosed without permission.

For more information, please visit the InformationWeek 500 ResourceCenter at informationweek.com/iw500. Send questions pertaining to theprocess to [email protected].




Rese

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Syn

opsis

ABOUT US | InformationWeek Analytics’ experienced analysts arm business technology

decision-makers with real-world perspective based on a combination of qualitative and quantitative

research, business and technology assessment and planning tools, and technology adoption best

practices gleaned from experience.

If you’d like to contact us, write to managing director Art Wittmann at [email protected],

executive editor Lorna Garey at [email protected] and research managing editor Heather Vallis

at [email protected]. Find all of our reports at www.analytics.informationweek.com.





he wiki has left the building.And the fact that it has says a whole lot about the new pressures business technol-

ogy organizations are under. It’s not the cut, cut, cut mind-set of a year ago, accordingto our exhaustive InformationWeek 500 research. Budgets have loosened a bit as

companies try to thrash their way out of a moribund economy. As they do, IT organizations arehaving to help employees interact in entirely new ways with the outside world, particularly withcustomers, who themselves are figuring out what kind of social networking they want to do.

Which leads us back to those wikis. A year ago, just 42% of InformationWeek 500 companiesused wikis, blogs, or social networking to reach out to customers, suppliers, and partners. Thisyear, that figure shot up to 72%, in one of the most dramatic one-year moves we’ve ever seenin our InformationWeek 500 data. Back in 2008, only around one-third used wikis and blogsfor external collaboration. So in just two years, this kind of collaboration outside the firewallhas gone from the early adopter realm to darn near table stakes.


T



Analytics is another screaming IT priority. Fifty-three percent of InformationWeek 500 compa-nies cite deploying business intelligence tools as a key initiative that improved productivity, and36% cite getting BI to more employees more quickly as a key 2010 innovation plan, the third-most-often cited priority.

The best analytics work is happening when business units and IT teams blur, so that the workfocuses on goals that move the sales or profit needle. At one hospital network, Group HealthCooperative of South Central Wisconsin, it was just this kind of effort—headed by the CIO—that led it to analyze its emergency room data to identify ER “frequent fliers.” It found that just92 patients rang up $2.2 million in costs by visiting the ER more than six times a year.Educating those patients on lower-cost options cut those costs 20%.

Mobility might seem like an obvious innovation hot spot, what with 1 billion iPhone appsalready downloaded. But only 22% of InformationWeek 500 companies cite developing mobileapplications as a way they’ve improved productivity this year (up from 15% last year). We did-n’t ask if they’re doing mobile development for other goals—like reaching customers—but thelow level for internal use suggests that mobile development isn’t yet booming.

Drugmaker Merck’s three highly practical iPhone apps show how mobility can change whatcompanies do for customers. The apps, which Merck doesn’t even put its name on, let patientstrack varying symptoms and vitals. IChemoDiary, for example, lets patients record side effectsas they feel them, so that when they meet with a doctor they don’t have to think “How long



How The InformationWeek 500 Are Selected

Now in its 22nd year, the InformationWeek 500 rec-ognizes business technology teams that havemade a demonstrable impact on the way theirorganizations do business.

To be ranked, companies with revenue of $250 million ormore must complete a rigorous application on their technol-ogy strategies. The process is quantitative and qualitative.Applications are reviewed by a panel of InformationWeek edi-tors, who determine the final ranking.The data is aggregatedacross all InformationWeek 500 companies and by industry; in-

dividual company data isn’t disclosed without permission.The 2011 InformationWeek 500 application period opens

in January.You can pre-register at informationweek.com/500/preregister. For more information, visit the Resource Center atinformationweek.com/iw500. You can send questions [email protected].

The InformationWeek 500 Analytics report,which includes allthe aggregated data from the survey,can be downloaded free,for a limited time,at informationweek.com/analytics/2010/500.

—Heather Vallis ([email protected])




did the nausea last after the last treatment?” The other two apps let people track migraine anddiabetes stats.

IT Must Know The CustomerBringing in any new customer-facing application is tricky, though, requiring business technolo-gists to thread between what’s possible and what works. In the area of collaboration and socialnetworking, home improvement retailer McCoy’s built a place on its Web site for independentcontractors to post their profiles, and it took the gutsy step of letting them interact directlywith McCoy’s customers. Wet Seal, a retailer of clothing for teenage girls, lets girls build andrate outfits on its social networking site. It learned that customers look at outfits on the site,but those outfits really go viral only when girls post them to their Facebook pages.

Then there’s Vanguard Group, the mutual fund giant and this year’s No. 1 company in theInformationWeek 500 ranking, which is easing into social networking. It’s helping people whorun company 401(k) plans interact with one another, through moderated online discussions.Individual investors can interact on parts of the site. But because Vanguard’s mission is to getpeople to resist their quick-twitch tendencies and invest for the long haul, it’s being carefulabout where and how it unleashes “community.”

“It’s not like Amazon, where it’s a no-brainer that you want to see what the community issaying about the PC before you buy it,” says Vanguard CIO Paul Heller, who ran the compa-ny’s retail investor business before becoming CIO. “... Candidly, the community isn’t verygood at investing, as a whole. They’re buying at the height of markets, and they’re sellingwhen they’re panicked.”

The survey numbers tell us that companies,en masse, are pushing collaboration beyondthe firewall. But they don’t tell us howmuch. That’s where IT leadership takes over,balancing new possibilities and higherexpectations against what’s really going todrive growth and improve the business.That balancing act is a central theme to this



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

: View interviews with CIOs of the top InformationWeek 500 companies

: Download our 2010 InformationWeek 500 Analytics Report

: Apply for next year’s InformationWeek 500




year’s InformationWeek 500, as companies embrace new growth opportunities, don’t worryquite as much about cost cutting, but still fret about the uncertain economy.

Some 40% of InformationWeek 500 companies expect to drive new IT-led products or servicesas part of their innovation plans. Consider Mansfield Oil, an oil and gas distribution company,whose IT organization has started selling a software-as-a-service app to the company’s cus-tomers to help automate inventory tracking. “We could grow by grabbing market share from


54%

40%

36%

36%

34%

26%

24%

17%

Note: Three responses allowedData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

Make business processes more efficient

Introduce new IT-led products/services for our customers

Get better business intelligence to more employees, more quickly

Lower IT costs/business costs

Improve Web operations/customer experience

Improve customer service

Engage customers in new ways

Create a new business model/revenue stream for the company

Pursue new global opportunities

Improve interaction with partners and suppliers

Move organization toward an eco-friendly IT environment

14%

13%

5%

From the list below, please select the top ways in which yourcompany plans to innovate with technology in 2010.

Innovation Plans

R1460910_IW500_chart 1

Figure 1




competitors,” CIO Doug Haugh says. “But is that the business we want to be in? No. We wantto open new revenue streams.”

Twenty-five percent of InformationWeek 500 CIOs have a formal responsibility for innovation,in addition to their IT jobs. That’s up notably from 16% a year ago. Twenty-seven percent areofficially responsible for business process improvement.


59%

53%

30%

25%

23%

23%

22%

22%


Deployed new types of collaboration software (Microsoft’s SharePoint or other)

Deployed business intelligence tools

Deployed unified communications (single solution providing e-mail, VoIP, videoconferencing, IM, and presence)

Increased support for telecommuting and remote workers

Deployed videoconferencing

Encouraged workers to use Web 2.0 technologies (e.g., social networking, online applications)

Deployed desktop virtualization infrastructure

Developed mobile applications

Distributed smartphones

Modeled business processes using CASE (computer-aided software engineering) or related tool

Adopted online collaboration tools (e.g., Google applications)

16%

7%

6%

Which of the following are the most effective steps managers in yourorganization have made in the past 12 months to raise company productivity?

Technology Initiatives That Improved Company Productivity

R1460910_IW500_chart 7

Figure 2




Budget Breathing Room Without a doubt, the budget hatchet isn’t hanging over IT like it was in 2009.

More than half of InformationWeek 500 companies (57%) expect IT spending this year toexceed last year’s budget, up from just 37% expecting an increase in 2009. And only 20%expect their IT budget to decrease, compared with 42% in 2009.


75%

Note: Multiple responses allowedData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

We’re using software as a service

We’re using wikis, blogs, or social networking tools for external collaboration

We’re using hosted collaborative applications (e.g., calendaring, spreadsheets, document management)

We’re using storage, compute, or other cloud computing services

We’re creating mashups that combine Web, enterprise content, and applications in new ways

Employees are encouraged to use consumer-oriented online applications they find useful

We’re using GPS-enabled or location-aware Web applications

We’re using platform as a service (e.g., Microsoft Windows Azure, Google App Engine)

61%

72%42%

55%62%

50%37%

48%42%

27%25%

25%N/A

17%N/A

Which new Web technologies are being adopted by your company?New Web Technologies: 2010 vs. 2009

R1460910_IW500_chart 4

2010 2009

Figure 3




Still, this year doesn’t even return to the optimism companies had in 2008, when 62% thoughttheir IT budgets would increase. After the clobbering of 2009, a year marked by budget cuts,layoffs, and pay freezes, perhaps IT teams are feeling cautious.

Asked how they’ll innovate in 2010, just 36% say by lowering costs, compared with 47% lastyear. That, too, points to breathing room on budgets.

Offshore outsourcing follows the pattern it has in recent years—it’s plateaued. Fifty-eight per-cent of InformationWeek 500 companies do some form of IT outsourcing outside the U.S. (Formore on outsourcing, see p. 83.)

There is a slight uptick in the globalization of IT, but it’s focused on employees, not out-sourcing. Nearly half (49%) of InformationWeek 500 companies make global support anddevelopment part of most IT staffers’ regular jobs, up from 42% a year ago. Forty-four per-cent are integrating more IT workers into global business processes, such as purchasing andsupply chains, up from 38% last year. Yet IT’s global role looks to be mostly in support. Just14% cite “pursue new global opportunities” among their 2010 innovation plans, nearly iden-tical to last year’s findings.

In terms of what companies are spending on, desktop virtualization is one emerging tech-nology that looks to be getting some pickup—22% of companies have deployed it, up from13% a year ago.

What’s Not A PriorityWhat’s dead in terms of priorities—or at least on life support?

Green IT, for starters. How else to explain the paltry 5% who cite a more “eco-friendly IT envi-ronment” as a top 2010 innovation effort. Not that green IT’s ever been a chart topper—lastyear 8% cited it. Companies aren’t opposed to green IT. In fact, companies talk a great “sustain-ability” game. It’s just that IT teams tend to come at green IT through the cost-cutting door.They’re consolidating data centers to avoid building a new one, to buy fewer servers, and touse less power. Turns out, that’s all pretty eco-friendly, even if it’s not the goal.

Information security, once a hotbed of business technology innovation, has cooled off. Not thatit’s less important—not by any stretch. But in the innovation essays of IW 500 companies, very





few wrote about their security initiatives, a notable shift from a few years ago. Perhaps that’s asign that IT thinks it’s getting information security under control and not reacting to every vul-nerability and bug.

Vanguard, though, doesn’t take that view—something about holding $1.4 trillion in other peo-ple’s assets, and the associated personal information, makes the company consider securityamong the two or three areas where it wants to be leading edge. One of the latest innovationsit’s piloting is voice biometrics, using a comparison to a customer’s recorded voice to replace asignature guarantee for some transactions, such as a name change.

Those Pesky EmployeesThe customer is always right. But lately, employees are getting mighty demanding as well.

The pressure is on IT teams to deliver collaboration, mobility, and information to employeesthat’s as powerful as what they have in their off-duty lives. So if Facebook lets you know whereyour 8th grade locker buddy now works (whether you care or not), you expect to be able tosearch your colleagues’ profiles for someone with search engine marketing experience, and con-nect with that person. That consumer-to-business dynamic helps explain why 59% of IW 500companies have deployed new collaboration software in the past 12 months to improve pro-ductivity. Real estate company CenterPoint, for instance, created an add-in to make MicrosoftOutlook the access point for all employee apps, from e-mail to ERP to CRM.

So have companies taken the reins off employees, trusting them to head onto Facebook andTwitter and Google collaboration apps if that’s what they need to do their jobs? Not evenclose. Only 27% of IW 500 companies encourage employees to use consumer-oriented appsthey find useful.

This tension is everyday life for InformationWeek 500 IT leaders, as they try to let employeesbe more open and collaborative than ever with customers and colleagues, while staying secureand compliant and within budget. But the best IT teams don’t let their ambitions be ham-strung, be it by tradition, or fear, or even budgets. They’re driving for growth, and activelymaking the case for new ways that IT can spur revenue and boost profits.

Chris Murphy ([email protected]) is editor of InformationWeek.






THE VANGUARD GROUP

CIO Heller wants IT with “wow”and relevance[

Vanguard’s Innovation PlanHow do you get to work on the most interesting tech projects at Vanguard, the

mutual fund giant? You volunteer.

Like most companies, Vanguard has wrestled with how to make innovation a part of itseveryday culture, without chasing every gee-whiz idea people come up with. Under CIOPaul Heller, volunteering has become one key piece of its innovation strategy. It’s not aGoogle-like program, where engineers can set aside 20% of their time to pursue new ideas.Vanguard volunteers keep all their day-job responsibilities and log extra hours to work onmore cutting-edge projects.



The strategy has several advantages. One is keeping the cost down to pursue prototype-stageideas. An example is Vanguard’s first iPhone app, which it launched last year. No single busi-ness unit could justify building an iPhone app based on short-term ROI. While smartphonesare commonplace, the number of people using the new app in a week is less than the numberusing the Web site in an hour. So a volunteer team created a first version, which the retailinvestor division got without spending any of its budget. “The first release was kind of on thehouse,” says Jeff Dowds, who leads IT systems for the retail group and championed themobile project.

For employees, the volunteer plan lets them work on something they’re passionate about, withthe blessing and support of their bosses, and get credit for it if it works. For Vanguard, it alsoserves as an informal vetting mechanism—almost like a startup trying to raise venture capital.People are betting their time and reputations on volunteer projects, something they’ll risk onlyif they think those projects will pay off for the business. Vanguard has more-formal channelsfor funding innovative IT projects that can pay their way. The volunteer effort tackles projectswhose benefits likely are further out.

CIO Heller doesn’t hold the iPhoneup as a mind-blowing innova-tion—hundreds of thousands ofiPhone apps were out whenVanguard came out with its own.But very few were in financialservices, and Vanguard cus-tomers weren’t clamoring for them. Vanguard wants to have mobile development skills andexperience well ahead of customer demand, and well before an operating group can make abusiness case for such apps.

“It’s applied R&D,” Heller says. “We can look two, three years out and say, ‘Rich Internet appsare going to happen. We already see it on The New York Times or Amazon.com. Don’t we wantto do it?’ We want to pave the way on the technology, so the first businessperson up who wantsto do a rich Internet app doesn’t have to figure it out on their project.”

Vanguard has tried other approaches to IT innovation. For decades, it was a fast follower. Thenit created a formal innovation lab, with marching orders to spot the latest emerging tech that



“Disruptive technologies often manifest themselves first in a small way—and thenthey explode.” —CEO Bill McNabb



could give an edge to the company. But that work was too far removed from current businessneeds, Heller says.

Now Vanguard has just a five-person IT innovation group. Its job is to organize those ad hocvolunteer teams around a project and coach them through techniques such as agile softwaredevelopment sprints. But the ad hoc teams do the work.

“This isn’t innovation as in ‘Let’s be cool to show stuff off to our external clients,’ like doingretina scans,” Heller says. “We try to be really connected to our business and clients.”

Keeping IT in touch with business needs is easier at Vanguard than at a lot of other companies,since it regularly moves people in and out of IT. Heller held multiple business positions, thenworked a multiyear stint as an IT manager, then led key business operations, and has been CIOsince 2006. Tim Buckley started in a business unit, helped shape Vanguard’s early Web strategy,became CIO, and now leads the company’s retail division.

But until the volunteer effort was launched, something was missing. “We had a little bit of alull on the innovation side,” Vanguard CEO Bill McNabb says. McNabb says he and Heller talkabout always having some IT in the works that has a “wow” factor.

Vanguard’s IT EvolutionVanguard didn’t always think technology leadership was important. In fact, not being a techleader was one of its core principles, part of its philosophy of being a low-cost provider.

Then in the early 1990s, Vanguard CEO John Bogle, the company’s founder and a legend in themutual fund industry, gave a speech challenging employees to question the company’s sacredcows—including its tech fast-follower principle. Bogle put the company on the path toembrace the latest IT to power its low-cost strategy.

As Vanguard became an IT leader and innovator, Bogle’s successor as CEO, John Brennan, setthe expectation that IT was inseparable from “the business.” He made clear that business unitleaders couldn’t fob off IT failure—they were responsible for getting the needed technology.“Gately gets fired” became something of a catchphrase among the executive team, after Brennan





explained that if, just as an example, the institutional investor group couldn’t deliver because ofan IT shortcoming, it was the head of that unit, Jim Gately, who’d be held accountable. (Gatelyhad a long and successful Vanguard career. Now retired, he serves on the Vanguard CharitableEndowment board, with Brennan.)

And then there was CIO Bob DiStefano, whom Vanguard leaders credit with bringing the com-pany into the Internet age, providing what current CEO McNabb calls “tech enlightenmenttraining.” DiStefano brought in Internet pioneers and futurists to preach the Web gospel, andhe helped “shape a generation” of leaders’ thinking about IT, McNabb says. He pounded homethe idea that investors would judge Vanguard.com based on their experiences on leading Websites like Amazon’s, not other financial sites. (DiStefano died unexpectedly at the age of 52, in2002.)

Vanguard doesn’t have branches, relying on the Web, phone, and mail to interact with cus-tomers. In 2000, Vanguard had about $500 billion in assets and 12,000 employees. Today, itmanages $1.4 trillion in assets—and still has only about 12,000 employees. Thanks to theWeb, it takes only 25,000 to 35,000 phone calls a day, instead of the 100,000 it did in 2000.But it has about 400,000 logons.

Yet neither McNabb nor Heller was convinced Vanguard was doing enough to stay ahead ofemerging tech. “Disruptive technologies often manifest themselves first in a small way—andthen they explode,” McNabb says.

The CEO’s answer is to set aside some budget for disruptive tech projects—the kind no onebusiness unit can fund but that might make sense for everyone in the near future. For example,he allocated a couple of million dollars for an internal collaboration site that faced a tough bat-tle in Vanguard’s formal technology review group. McNabb says Brennan did the same thingback when “no one could really put an ROI on the Web that mattered.”

Heller’s answer, after some experimenting, has been the volunteering concept paired with thesmall innovation team that organizes ad hoc efforts, which Vanguard calls “Dig” teams—forDistributed Innovation Group.

Among the innovation group’s key operating practices is that each Dig team needs a sponsor—a key manager to vouch for the project’s business value and be something of a “spiritual leader”





for the effort. Another is that every Dig project is different, depending on the goal and the peo-ple involved, so the organizers must be flexible. Usually, about 15 to 20 people answer a callfor volunteers, and about 10 do the bulk of the work.

And this volunteer team won’t take its project to full-scale implementation. “There’s always anend state of when the innovation team will turn it over to IT for full support,” CTO Carol Dowsays. In addition to the ad hoc work, each of the innovation team members also is assigned onekey area to research for opportunities: app dev, mobile, CRM, flexible infrastructure, security,marketing, contact center, Web 2.0, and enterprise 2.0.

What’s AheadVanguard’s IT teams have a lot of innovation in the pipeline. One area is internal collaboration.The IT organization has been using what it calls the IT hub, SharePoint-based sites for informalcollaboration. Rob Lake, who leads the five-person innovation group, says the challengesinclude meeting regulations such as record retention, but also getting the tools adopted. Forthat, he isn’t wasting time trying to convince anyone they need a collaboration tool. Instead,he’s looking around Vanguard to “find passionate communities where they’re struggling to col-laborate,” Lake says. “Find the collaborative groups that need tools.”

Social media is another looming challenge. While its Web site is a huge success, “the one gapwe have found is the personality, the culture of Vanguard is really hard to come through onVanguard.com,” says Amy Dobra, who leads the social media effort. Yet Vanguard’s wrestlingwith how to meet demand for quick, personable interaction within the strict regulatory envi-ronment financial companies face.

In mobility, it has a Dig team working on a “build once” mobile strategy, so it doesn’t have tobuild apps for every platform from iPhone to Android to BlackBerry. It’s building a prototype fora rich, interactive mobile Web site. And it’s experimenting with a mobile Web site in what’sessentially a mobile app container, with minimal programming for each specific platform. Butthe retail group’s Dowds thinks they face another five years of developing for multiple platforms.

For now, Vanguard thinks it has the right formula and practices for taking on these emergingtechnologies. But count on this: If this system doesn’t deliver the tech the company needs,Vanguard will again be ready to evolve its IT innovation strategy.

—Chris Murphy ([email protected])



Search, Mobility, BI Keys To Hotel Chain’s GrowthAll that Tom Conophy needs to do to show off the IT innovations of

InterContinental Hotels Group is to take visitors next door. Beside the company’sU.S. headquarters in Atlanta is one of IHG’s Crowne Plaza properties, which serves as a tech-nology test bed. The hotel’s lobby has an airline flight board similar to those in airports, as wellas touch-screen PCs that let guests do everything from check flights to search for nearbyrestaurants. Business travelers can take advantage of a smartwhiteboard in the hotel’s conference area.

Conophy, IHG’s CIO, encourages IT staffers at the company toexperiment with new technologies because, he says, “I don’tknow where the next big innovation is.” IHG’s IT lab, with anopen floor plan and free soft drinks, resembles what you mightfind in Silicon Valley. “As long as they don’t burn down a hotel orelectrocute a guest, those are the only two rules that really apply,”Conophy jokes. “We don’t want to curtail their thinking.”

IHG, which owns seven hotel chains, including Crowne Plaza,Holiday Inn, and InterContinental Hotels, opened 439 hotelsaround the world last year, with plans for another 1,302 hotelsand 197,431 rooms. Revenue per available room—a key industrymetric—is on the upswing again after declining during the globalrecession.

Conophy talks about making hotel guests “the center of our uni-verse,” and customer loyalty is vital to growth in the hospitalityindustry. To keep guests coming back, IHG is investing in businessintelligence. A Teradata database, 25 TB and growing, holds 200million guest profiles, including detailed information on 43 million loyalty plan members. Everytime a customer books a room, checks into a hotel, watches a movie, or uses the minibar, thedatabase gets updated, and IHG uses that data to, among other things, run targeted marketingcampaigns, look at what rate plans have the highest uptake, analyze leisure and business trends,and even slice and dice trends by, say, the company for which a subset of guests work. Otherdashboards track IHG’s performance on Expedia and other third-party travel sites.





INTERCONTINENTAL HOTELS

Hotel guests“want powerful computing in theirhands, and for it to be intuitiveand rapid.”

—CIO Tom Conophy



Souped-Up SearchA reflection of the company’s growing business, IHG’s reservation system now gets about 30million availability requests a day. To support the workload, the company developed its ownpatent-pending search technology, the Bottom-Up Optimum Search Strategy. BOSS, as it’scalled, is a Java application that runs on an Oracle RAC database. It uses complex algorithmsand business rules to optimize requests and queries, and caching technology to speed upresponses.

When processing a query, BOSS gathers a swath of information on relevant hotels, allowing forfilters to be applied to the data. For example, a rewards club member could search for a hotelin Atlanta in May for one to three nights, and the system would do one call to the back-endsystem that would return appropriate matches. The same request in another hotel operator’ssystem might require multiple searches and hundreds of database calls.

The most robust BOSS usage is currently limited to IHG employees, though the system hasbeen integrated with Google, so the company can publish ads to the Web that show its lowestroom rate in a given market when someone searches for a hotel. “Search is the killer app forus,” Conophy says, adding that when BOSS is made available to the public on IHG’s Web site

and on travel sites, it will include GPS support and voicesearch. By the end of this year, 30% of all IHG hotel roomsearches will be moved to BOSS, and 100% by the end ofnext year.

Untethered ConciergeMobility is another area of emphasis. The company receivesabout $2.5 million a month from mobile bookings—a 400%increase over last year. IHG’s iPhone app is the most down-loaded in the hotel industry, and the company recently addedan Android app. “We expect our mobile business to growexponentially,” Conophy says. “People want powerful com-puting in their hands, and for it to be intuitive and rapid.”

Experimentation is the name of the game in the mobileworld, says Bryson Koehler, IHG’s senior VP of revenue and



IHG By The Numbers

$772 million in revenuefor the first half of 2010, and$8.9 billion with all franchises

$200 million IT budget;800-person IT organization

4,503 hotels and 656,661rooms in operation

1,302 hotels with 197,431rooms under development

132 hotels in operation inChina, with another 148 hotelsunder development

$1 billion relaunch of HolidayInn brand under way



guest technology. “I couldn’t tell you exactly what our focus is going to be because it’s changingso rapidly,” he says, comparing mobility to the Internet of the 1990s.

In fact, mobility increasingly factors into guests’ in-hotel experiences. IHG recently began test-ing Apple iPads at InterContinental hotels to get concierge staff out from behind their desksand engage guests.

Going forward, guests will be able to use their smartphones to check in and even unlock theirrooms. Concierges will be able to push sightseeing itineraries to guests’ mobile devices, andguests will be able to transmit their preferences from their devices to the hotel before theycheck in, under a concept IHG calls “Virtually Me.”

That future is fast approaching. Testing of a mobile door-unlocking capability provided bystartup OpenWays came out of IHG’s lab and went into Holiday Inns in Houston and Chicagoin mid-August. With that technology, the hotel gives a guest a special number to punch in fromher cell phone, which then emits a special sound that unlocks the door when the phone isplaced against a receiver attached to the door lock. Says Conophy: “We want to endear ourbrands to guests so they come back, and in doing so you’ve got to have technologies support-ing their stay.”

Hotel In A BoxIHG’s 800-person IT organization works mostly from the Atlanta headquarters, while IT per-sonnel in franchise locations—which account for 95% of the company’s U.S. hotels—comprisea larger matrixed organization. IHG spends a bit more than $200 million annually on IT, orabout 1.2% of revenue, less than competitors Hilton, Starwood, and Marriott. Franchise prop-erties aren’t required to use IHG platforms, but they typically use its reservations and propertymanagement systems.

IHG makes it easier for franchisees to adopt corporate-recommended tech via its “hotel in abox”—everything from hosted PBXs and servers to point-of-sale systems in one package. IHGpartnered with IBM to provide that IT as a service. “Hotels were asking us what to do, but itwas hard to do this for as many as two new hotels opening each day,” says Gustaaf Schrils,IHG’s VP of global technology for the Americas. The hotel-in-a-box costs are 5% to 10% lower





for hotel operators than a do-it-yourself approach, Schrils says.

In another effort to cut costs (and its carbon footprint), IHG last year launched Green Engage,a Web-based pilot system developed with Harvard University. Under the program, hotel opera-tors record monthly utilities usage, among other data, and the system tells them whether theirproperties are efficient based on city, state, and occupancy norms, and then it makes recom-mendations—for example, where to install LED lighting. As a next step, the company willgather energy data using technology such as water flow readers. Conophy estimates GreenEngage could save IHG hotel operators as much as $400 million annually.

—J. Nicholas Hoover ([email protected])



Data Drives Colgate Investment DecisionsConsistency. It’s what consumers expect from everyday products such as tooth-

paste and soap, and it’s what consumer packaged goods company Colgate-Palmolive strives for in everything it does, from manufacturing to financial performance.

Consistency also is the foundation of Colgate Business Planning, a business-IT initiative thathas enabled the company to shift more than $100 million toward more profitable growth areas.CBP is about ensuring a consistent process and supporting technology for commercial invest-ments: the funds are allocated for everything from rebates for retailers to promotional cam-paigns, special discounts, and logistics programs.

Many consumer goods companies measure commercial investment in terms of “uplift”—thedifference between what they actually sold and what they would have sold had they not run aparticular campaign. Colgate wanted deeper insight, with profit, loss, and ROI analysis downto individual products, brands, and customers (meaning major retailers).

Colgate is known for iconic brands such as Colgate toothpaste, Irish Spring soap, Ajax cleanser,

COLGATE-PALMOLIVE



and Palmolive dishwashing liquid. Brand recognition cer-tainly helps sell those goods, but products don’t fly off theshelves without careful planning and execution in coopera-tion with major drugstores, supermarket chains, and massmerchants. Promotional plans and execution have to beresponsive to both the competition and ever-changing eco-nomic conditions.

Until the CBP project got under way five years ago,Colgate’s more than 100 global subsidiaries took differentapproaches to measuring the success of commercial invest-ment. To develop a uniform methodology, the companybegan by holding workshops around the globe to under-stand the processes and characteristics of a range of sub-sidiaries—some large and some small, some in mature mar-kets and some in developing countries. A proof-of-conceptdelivered in 2006 provided a foundation for promotion-planning procedures, as well as profit-and-loss and ROImeasures.

The CBP process starts with top-down, 18-month brandand retail plans from corporate. Key account managers then build detailed, bottom-up plans tomeet the overall goals for big retailers and customer groupings. As investments are made, post-promotion evaluations measure the cost, uplift, and profitability of each campaign by customer.

Account managers can adjust their plans as they discover what’s working for particular sales-people, brands, products, retailers, and regions. Sales forecast accuracy also is measured againstactual orders and shipments. “Plans are fed into our supply chain systems, so they get ademand signal that is based on approved plans, not salespeople’s aspirations,” Colgate-Palmolive CIO Tom Greene says.

Investing WiselyThe CBP process depends heavily on technology, and here, too, Colgate relies on consistency:The company’s overall IT strategy is centered on using SAP software wherever it can. The



Colgate gets “a demand signalthat is based onapproved plans, not salespeople’saspirations.”

—CIO Tom Greene



power of using a single application vendor is that everything is integrated, Greene says. “Withnonintegrated systems, accuracy and consistency depend on the systems in which data hap-pens to reside,” he says. “With SAP, the product masters and the customer groupings are alldriven by the same master data.” As a result, he says, you don’t have 12 different people offer-ing up 12 different “versions of the truth” during meetings.

SAP has been involved in all phases of the CBP project. When the process was first rolled outin Canada and Mexico in 2006, it was built on SAP promotion planning and sales and distribu-tion functionality. Now deployed in 17 Colgate subsidiaries worldwide, CBP has been steadilyenhanced, most recently (in 2009) with SAP BusinessObjects dashboarding and what-if plan-ning capabilities and SAP CRM 7.0 user interface improvements. “Early on, the maturity of theCRM product wasn’t quite what we needed it to be, but we worked with SAP to evolve it into arobust commercial planning tool,” Greene says.

The CBP process is now used by more than 1,000 customer planning groups accounting forabout 60% of the company’s commercial investment spending. ROI analysis by customermakes it clear which types of promotions are driving profitable growth and which aren’t, withinsight down to specific products. So, Colgate has been able to reinvest $100 million into moreprofitable promotions.

Colgate has learned many lessons about the profitability and performance of various commer-cial investments. Greene declined to give away what he called “trade secrets,” but it’s easy to



Proof of concept with standard SAPpromotion-planning capabilities. Firstproduction version, including basic ROIand account-level P&L analysis, rolled

out in Canada and Mexico.

Productivity improvements support broad editing and copying

of promotion plans; buying-pattern analyses introduced. Subsidiary rollouts continue.

Subsidiary rollouts begin withmore advanced ROI and

package-planning analysis.

Performance and usabilityenhanced with SAP

BusinessObjects dashboards andSAP CRM 7.0 user interfaces.

s s st t 2006

20072008 2010

2009

COLGATE’S CBP TIMELINE

Data: Colgate-Palmolive



guess that changes to coupon levels and in-store displays or adjustments to discount thresh-olds, rebates, and logistics allowances might be involved.

The long-term goal is $300 million in savings that could be reinvested or dropped to the bot-tom line. That leaves a ways to go, but with the latest BI and CRM improvements, Colgate hasnext-day analytic visibility into performance bright spots and shortfalls.

“Every morning, every senior executive can see what happened [with net sales] globally, andthey can track how we’re doing against our monthly plan,” Greene says. “We know whichsubsidiaries are hitting their goals, and we can also look at market-share changes based onNielsen data.”

Colgate’s deployment experience and the latest BI and CRM upgrades have made it easier toaccelerate the ongoing subsidiary-level rollouts and get CBP insight into the hands of employ-ees. A dedicated team of six marketing and supply chain executives reviews the use of theCBP process and counsels subsidiary-level managers. Dedicated IT teams also support theprocess, so any difficulties integrating required data or adapting to new interfaces can beresolved quickly.

From the very beginning, Colgate avoided a cookie-cutter approach. The core process isimmutable, but subsidiaries can tweak 20% to 30% of the approach to match local marketcharacteristics. As an example, some subsidiaries might have 100 or more key customerswhereas others might have just four taking up 80% of commercial investment. Units with a fewlarge customers can develop deeper levels of promotional planning and analysis.

Greene says he’s gained a lot of valuable insight through his early involvement in the CBP proj-ect. “You have to understand the technology, but the most important thing to a CIO’s success isto understand the business so you can marry the two together,” he says.

The margin-driving, technology-supported CBP process is just the sort of pairing he’s talk-ing about.

—Doug Henschen ([email protected])







Your Health? There’s An App For ThatPharmaceutical giant Merck is bringing patient care into the age of smart-

phones. The company has launched a series of mobile applications to help usersmanage ailments ranging from cancer to diabetes to migraines. These free, unbranded applica-tions—including iChemoDiary, iManage Migraine, and Vree, which is for people with Type IIdiabetes—are designed to help patients and caregivers track symptoms, implement treatmentplans, and get access to important health information. The apps are available on a variety ofmobile platforms, including Android, Apple iPhone, BlackBerry, and Windows Mobile. Thecompany says it has had hundreds of thousands of downloads.

“We felt technology could play a huge role in streamlining healthcare and helping educate con-sumers around health and wellness,” says J. Chris Scalet, Merck’s CIO and executive VP ofglobal services. The company commissioned a group within the IT organization, calledTechnology Innovation for Human Health, to take a forward-looking view of health IT.Working with key people from various Merck business units, the group looked at the chal-lenges in the healthcare industry around education, awareness, and behaviors, Scalet says.

Merck also went right to the source—patients.

Scalet’s banking on theubiquity of smartphonesto empower patients[

MERCK



“We found that in speaking to patients, they forget information, and it can be difficult to trackthings in real time,” says Steve Hoelper, a project lead in the Technology Innovation for HumanHealth group. Recognizing the growing popularity of smartphones and mobile devices, thegroup decided to see if a mobile application could help patients better manage their own care.

The first application developed was Vree. People with type II diabetes and their caregivers canuse the application to record essential health information, such as blood glucose levels, whichpatients measure anywhere from once to five times a day by drawing blood and using a glu-cometer. Patients can enter reads into the app, compiling a record for when they next visit theirdoctors. Vree also can help users keep track of their medications and provide informationaround diet and exercise.

The group then moved to the iChemoDiary and iManage Migraine applications. TheiChemoDiary app helps cancer patients who are undergoing chemotherapy or radiation track

symptoms and side effects,such as nausea, vomiting,and dizziness. The applica-tion can create graphs ofsymptoms over time, pro-viding a sort of personalanalytics system. “Whenyou speak with a physicianor nurse, you can discusshow you feel, and have datato back it up,” Hoelper says.

The iManage Migraine appwas requested by Merck’scustomer advisers.According to Merck,migraine sufferers are gener-ally female between the agesof 18 and 49 years—also anideal demographic of smart-phone users. As with the



eveloping apps isn’t all Merck CIO and executive VP of global serv-ices J. Chris Scalet is up to. In March 2009, the drugmaker an-nounced it was acquiring rival Schering-Plough for just over $41

billion in cash and stock. Eighteen months later, integrating the two phar-maceutical giants remains a huge challenge. Integrating the two com-pany’s R&D, manufacturing, supply chain, sales, and marketing organiza-tions without disrupting customer service is high on Scalet’s agenda.

Merck is also rolling out a global ERP system from SAP. The goal is tohave a common set of data that serves as the “single version of the truth”for the entire organization, something Scalet expects will yield results inthe realm of business analytics.

The company already has virtualized a significant portion of its serverand storage infrastructure, which has cut the time it takes to provision ca-pacity from weeks to days. Now it’s aggressively moving toward the pri-vate cloud—and cautiously evaluating public services.

Scalet is cautious about the public cloud— as a highly regulated indus-try, Merck has to move carefully when turning over applications and datato a provider. But that hasn’t stopped the company from embracing thecloud for applications it believes are appropriate to move outside the fire-wall, namely SaaS-based CRM and some specialized HR apps that run as aservice. —Andrew Conry-Murray

Merck’s Many IT Challenges

D



other apps, iManage Migraine helps patients track symptoms so that they can provide more-detailed information to their physicians.

Health And WealthWhile the three apps target different conditions, they have the same goal: to improve patientoutcomes. Treatments for these ailments can be complex and may have to be carried out overlong periods of time, so it’s essential that patients stay on top of their health. “One big chal-lenge doctors have is keeping patients on therapy: taking medicine, doing exercise, monitoringdiets,” Scalet says. “We think this is a great opportunity to make that happen.”

The company is looking at providing these applications in languages other than English.“Diabetes is worldwide,” says Jim Swanson, Merck’s VP of IT and a project leader for themobile applications. “Take China—unless you’re in a city with a high level of healthcare, it’sdifficult for patients to get educated. But you can give someone a cell phone, and content canbe easily distributed.”

A mobile application takes about three months to develop, according to Merck. The effortinvolves multiple groups within the company, including a usability lab, the marketing depart-ment, business analysts, software developers, and of course the legal department. Privacy ofpatient data is paramount, so the apps encrypt data stored on the mobile device using 128-bitasymmetric encryption. “The consumer retains control,” Swanson says. “It’s their information,and they decide how to share it.”

At present, the mobile apps don’t have the ability to connect to other applications, such as aphysician’s or hospital’s electronic medical records system. Over the long term, however, Merckexpects such capabilities could be introduced. “That’s where the industry is going and wherevalue is going to be generated,” Hoelper says. At present, however, the regulatory and techno-logical framework simply doesn’t exist. “Until health information exchanges emerge, we can’tconnect to data stores in a cost-effective way,” he says. “The plumbing needs to be laid first.”

Meantime, the company is moving forward with other mobile apps. It’s providing real-timeaccess to medical reference materials like MerckMedicus and the Merck Manual Home andProfessional editions, making them available to physicians via mobile devices, such as iPhones





and BlackBerrys. The company says the MerckMedicus app was downloaded 4,500 times inthe first two months it was available.

While the disease-related apps are unbranded, the company also is experimenting with mobileapps that blend health information with not-so-subtle pitches for Merck products. Case inpoint is the Coppertone MyUV Alert, a mobile application released this summer that lets userscheck the local UV index and offers sun care tips, including reminders to apply sun block. Theapplication can also send Coppertone coupons to customers. According to Merck, the MyUVAlert was downloaded more than 20,000 times in the first two weeks of its release.

—Andrew Conry-Murray



Beyond InnovationAt University of Pittsburgh Medical Center, being an early adopter of technology

isn’t good enough. UPMC’s culture is about innovation and entrepreneurship—developing and deploying technology-based products and services not only for inter-

nal use, but also for sale to other healthcare providers

UNIVERSITY OF PITTSBURGH MEDICAL CENTER

Drawbaugh (left) and Shrestha are pushingto commercialize more UPMC technology[



The medical center operates 20 hospitals, 400 doctor groups, outpatient care facilities, and ahealthcare plan in western Pennsylvania. It has a decade-long history of developing tech innova-tions to improve processes, reduce costs, and boost the quality of care, both on its own and inpartnership with vendors and other companies.

Just in the last year, UPMC has commercialized several IT-based innovations, including ViaOncology, a subsidiary whose Web decision-support tools help oncologists choose cancer treat-ments that are likely to produce the best outcomes and least complications for patients. Thosetools were developed originally for UPMC’s doctors to treat cancer patients at any of its 38 thera-py centers.

Another recent UPMC innovation is SingleView, a standards-based platform that pulls togetherthe multiple picture archiving and communications systems, or PACS, used across the medical

center’s facilities. With 20 hospitals and 30 outpatient imag-ing centers, UPMC has multiple imaging systems andarchives, each creating a silo of patient information.

SingleView, developed by a small team of UPMC cliniciansand IT staff two years ago, lets the medical center’s 20,000radiologists, doctors, and other clinicians access reports andimaging studies in any of the PACS and other imaging sys-tems across the enterprise. That way, they know which testshave already been done on a patient before scheduling newones. The system also makes previous images available todoctors for comparison.

Having this information available has reduced considerablythe number of unnecessary and redundant tests ordered forpatients and kept patients from being exposed to unnecessaryradiation, says Dr. Rasu Shrestha, medical director of digitalimaging informatics and a leader of SingleView. It’s alsoreducing the number of disputes with payers over unneededor redundant testing, he says.



UPMC Innovation

SmartRoom An ultrasound-based location system thatfeeds information to staff andpatients

Via Oncology A wholly ownedsubsidiary that sells evidence-based,Web clinical decision-support tools to cancer doctorsnationwide

SingleView Enterprise, feder-ated picture archiving and com-munications system that pro-vides a unified view of patients’medical imaging tests regard-less of where they’re stored

Center for Connected MedicineUPMC and 14 partners, includ-ing IBM, Google, and VerizonWireless, develop healthcareapplications and technologies



Other large integrated healthcare providers, including Kaiser Permanente and the U.S.Department of Veterans Affairs, are keeping an eye on SingleView, Shrestha says, though UPMChas yet to decide whether to take it commercial. Besides being a useful image management tool,SingleView also has “the makings of a health information exchange with a keen focus on radiol-ogy,” he says.

The Big ConsolidationFive years ago, UPMC launched a multimillion-dollar, eight-year “IT transformation,” in partner-ship with IBM, under which the medical center has virtualized and consolidated servers in itsthree largest data centers and built a private cloud. UPMC’s virtualized environment of Winteland Unix servers, networking, and storage is where all production, testing, enterprise, and clini-cal systems run, says Paul Sikora, VP of IT transformation.

That effort has saved UPMC at least $80 million over three years in capital and operating costs,according to an IDC evaluation. Included in that savings is $17 million to $20 million by reduc-ing the number of Wintel servers from 1,300 to 22 and Unix servers from 74 to 14; those Unixboxes are now logically partitioned into 500 servers, Sikora says.

UPMC’s Windows system engineers can now handle 159 servers each, up from 102 before thetransformation. On the Unix side, they deal with 49 servers apiece, up from 35.

The data center went from 48 cabinets to two, with plenty of space to grow in the next fiveyears. Before the transformation, UPMC expected to be out of space in two years, Sikora says.

UPMC did this consolidation while growing: Its Windows environment grew 229% in terms ofapps added and expanded, its Unix environment grew 238%, storage increased 685%, and thenumber of desktop users rose from 22,000 to 49,000, Sikora says.

The virtualization and consolidation have CIO Dan Drawbaugh and CEO Jeffrey Romoff toyingwith new opportunities. “We’re talking about public and private cloud computing, how UPMCcould position our private cloud for virtualization that we have in place and establish relation-ships with key partners on the public cloud,” Drawbaugh says.

UPMC has already started bringing to market new products and services related to its partner-





ship with IBM. In late July, the two companies announced a joint multimillion-dollar investmentin SmartRoom, a UPMC subsidiary that will market a location-based system developed byUPMC. SmartRoom embeds ultrasound technology in badges worn by UPMC staffers, so thatwhen they walk into a patient’s room they’re identified on a bedside monitor. The system auto-matically provides doctors and nurses with pertinent patient information and workflow tools sothat important data is more easily accessed and entered into digital patient records.

While UPMC and IBM won’t say exactly how much they’ve invested in SmartRoom, the compa-nies describe it as the largest investment to date from the $50 million joint development fundthey created as part of the IT transformation partnership.

Drawbaugh won’t say exactly how much of UPMC’s $7.7 billion annual revenue is generated byspun-out businesses like Via Oncology and SmartRoom; those two together have generated“multimillion dollars” and are profitable, he says.

UPMC is involved in other collaborative efforts, including a health information exchange beinglaunched that will let healthcare providers and other institutions in western Pennsylvania andparts of Ohio and West Virginia easily share patient records and other data.

UPMC also recently launched the Center for Connected Medicine, collaborating with more thana dozen tech companies, including Google, IBM, and Verizon Wireless, on new healthcare appli-cations. It also has created a technology development center, for which it’s recruiting 25 high-level engineers to work on mobile healthcare and other applications.

These projects and partnerships all reflect UPMC’s relentless focus on technology innovation andentrepreneurship. “It’s part of the DNA of UPMC that whatever you’re doing today you’re plan-ning for improvement tomorrow,” Sikora says. It’s what makes UPMC a healthcare industrystandout.

—Marianne Kolbasuk McGee ([email protected])





Southern Puts Worker Data In Its PlaceSouthern Co. operates 76 power plants with more than 12,000workers, many of them contractors, rotating among different plantsas needed. Until recently, it kept records on worker certifications,training, drug tests, background checks, and other information ateach plant. When a worker switched plants, it was often easier toredo tests and training rather than chase down information at aanother plant. But that approach was costly and annoyed workers.

Last year, Southern centralized all the worker information with a Web application that providesa central repository of worker data. Now, workers can easily move from plant to plant, usingtechnology like hand scanners to gain entry. The system will save the company $5.8 millionover 4.5 years in labor and drug-testing costs. It’s also being sold to other utilities.

Emergency Room WaitsWorth AdvertisingHealthcare services provider HCA’s EastFlorida division is so sure patients won’thave to spend a long time waiting to see adoctor at its emergency rooms, it advertisesaverage wait times on digital billboardsaround communities where its hospitals andsurgery centers are located.

The billboards evolved out of an effort to



20Great Ideas To StealThese InformationWeek 500 innovators are trying unique approaches to solve business problems. Could your company use a few extra bright ideas?



streamline the workflow in the East Florida division’s emergency services department. The divi-sion developed software that extracts ER wait times and averages them over a rolling four-hourwindow. This gave staff a way to easily monitor workflow and wait times.

Once that was accomplished, the division decided to make wait-time data available to the com-munities it served. Using RSS feeds, it posted wait times on its hospital Web sites, created aniPhone app, and provided text messages, along with the billboard messages.

“This type of transparency is not common in the hospital industry and required great confi-dence in our emergency services operations,” says HCA, which runs 163 hospitals and 105surgery centers in 20 states.

Generally, 65% of a hospital’s inpatient activity is derived from ER admissions. The ER wait-time service is credited with helping increase emergency room admissions at HCA’s East Floridadivision by nearly 7%.

POS Data Drives Products To ShelvesDel Monte had two problems: It didn’t have a consistent demandforecasting process across the company, and its sales team had a lotof information about customers but wasn’t synthesizing it well.

First the company created a single demand planning process using i2Technologies’ Demand Manager. This improved forecasting efficiencyand accuracy, and took five days out of the sales and operationsplanning cycle.

Then it worked with One Network Enterprises to create a software-as-a-service-based system that combines daily point-of-sale and fore-cast data to directly drive replenishment processes and prevent itsproducts from going out of stock on store shelves.

The results have been dramatic: Replenishment planning that used to take days and reams ofpaper is now done several times a day. And more important, in-stock levels are running atabove 98% to 99% during key promotional periods.





Wet Seal’s Project iRunwayTeen clothing retailer Wet Seal’s iRunway iPhone app takes per-sonalized marketing to a new level. It lets customers scan prod-uct bar codes in Wet Seal stores and see all outfits that other cus-tomers have put together with that item.

IRunway links to Wet Seal’s social media platform, where cus-tomers post outfits created with the retailer’s clothing. Eighty-fivepercent of all items in a store have customer-generated outfitsthat are rated by their peers.

Wet Seal uses products customers scan to create personalizednotifications and product offers for them.



Data On Demand From P&G’s ‘Cockpit’To enable its employees tocollaborate more effectively,Procter & Gamble createdthe Decision Cockpit, a digi-tal platform that supportsfaster, real-time decision-making across all brands andbusiness units. Users designtheir own portals, identifyingrelevant business intelligencethat’s available in real time,on demand.

In some businesses, 370tracking reports have been reduced to 30. Overall there’s been a 50% to 70% reduction in reportsand touches, with 16 fewer data requests on average from each person using the cockpit. P&Ghas seen a 30% to 50% cost savings in some markets, improved data sharing security, and a sav-ings of more than 400 miles of paper in just one year.



Data Visualization Speeds Up Eli Lilly Drug TrialsIn developing new drugs, Eli Lilly devotes significant time to drug and disease modeling.Before its Modeling and Simulation Explorer effort, referred to as MuSE, generating and pack-aging simulation results was a manual process that took a significant amount of modelingexperts’ time.

MuSE created an interactive environment that makes it possible to extract and visualize model-derived information in real time. This information makes it easier to pick drug compounds anddoses, as well as to optimize study designs.

Executing simulations and compiling results, which previously required days or weeks of mod-eling experts’ time, can now be done in minutes. And Lilly clinical trial designs are benefitingfrom improved dose/response relationships, better trial dose starting points, and the ability tosimulate multiple trial endpoints. All of these contribute to more efficient clinical trials withfewer failed designs.



McCoy’s HelpsContractors SellThemselvesBuilding supplies and farm equip-ment retailer McCoy’s provides itsbest contractor customers with cus-tomized Web pages where they canadvertise services they offer, theirqualifications, licensing, warranties,and pricing, as well as photographsof their work.

McCoy’s retail customers can go tothe network, plug in a ZIP code, and see a list of participating McCoy’s contractors in the ZIPcode specified. They can view the customized page of each contractor and contact them abouta project. What makes McCoy’s Contractor Network intriguing is that contractors must beinvited to join; it’s not a “pay to play” program. Also, customers seeking a contractor don’t fillout a form and wait for responses. They contact contractors directly.

Vans Creates Unique Shoe-Buying ExperienceVF, maker of Wrangler, North Face, Lee, and otherclothing brands, redesigned its Vans e-commercesite to make it easier for customers to create cus-tomized sneakers and then share the experience.

Vans had a customization app on its site, but itwas difficult to use and had a dated interface andlimited social capabilities. The site now offers livechat, a scratch pad where customers can save shoe ideas while trying out new designs, and sup-port for multiple-angle viewing.

The site also lets Vans pre-configure shoes to give customers a starting point. The project resultedin a significant increase in Van’s custom shoe sales and Web site traffic.



Deere’s Big Machines Get Health ServiceJohn Deere’s construction and forestry division has introducedFleet Care, a service that relies on actual data from the machineto drive when fleet maintenance gets done, rather than relyingonly on scheduled intervals.

Fleet Care leverages an existing telematics platform calledJDLink that transmits data to and from a machine over wirelesscellular—soon to be satellite—data networks. Machine operat-ing data is transmitted to John Deere daily, and higher-priorityerror and problem indicators are sent on demand.

The telematic data along with laboratory analysis of machine fluids is automatically fed into anexpert system. Other inputs into the system include preventative maintenance schedules andvisual inspections of machines. The data is processed through a flexible rules engine that codi-fies Deere engineers’ vast experience and understanding of how to interpret complex machinedata. The system translates this data into plain language and suggests how to proactively main-tain machine health.





GPS-Equipped Garbage Trucks Cut WasteWaste Management has put GPS tracking and on-boardtouch-screen computers in its Seattle garbage trucks to cap-ture real-time route status information and provide wirelesscommunications between drivers and dispatchers. The sys-tem includes custom mobile software running on ruggedi-zed touch-screen tablet PCs with a Web-accessible customdispatch application.

Mobile software provides a map of collection service points, replacing a paper address list. Thesystem reroutes drivers when dispatchers add stops midroute. It gives dispatchers real-timeupdates on a vehicle’s progress. And it lets dispatchers reassign work and automatically notifydrivers of changes through instant messages.

Under the new system, missed pickups are down 60%. And Waste Management has exceededtightly defined service levels in its contract with the city of Seattle. Waste Management also hascut paper consumption by more than 1 million sheets per year..



SAS R&D Gets Boost From CloudCloud computing has let SAS streamline its R&D develop-ment, testing, and delivery. The analytics software devel-oper’s Remote Access Computing Environment, called theRACE Cloud, provides on-demand computing for salesand other mobile workers. It has an extensive imagelibrary of server configurations. IT and R&D recognizedthat SAS’s product testing groups could benefit from theimage library’s repeatable and reusable capabilities.

A small group of developers now build library images that are used by all testers, resulting infaster testing cycles. Developers no longer spend weeks staging and preparing servers for testing.SAS already is provisioning more than 4,000 environments a week. At any time there may be1,200 environments running, and that’s expected to double by year’s end.



Data Mining Reroutes ER‘Frequent Fliers’Group Health Cooperative of South CentralWisconsin, a non-profit managed care provider,launched a data mining project last year to cutcosts for services provided outside of its ownclinics. Among 17 potential targets that thegroup identified was what became known as“emergency room frequent fliers”—just 98 ofthe cooperative’s 62,000 members who visitedERs more than six times a year, racking up charges of $2.2 million.

The cooperative’s Care Management and Community Services departments contacted each ofthe frequent fliers and discovered that many didn’t understand the importance of having a pri-mary healthcare provider. They also didn’t know about the company’s urgent care facility, alower-cost alternative to the emergency room. In the program’s first six months, costs associat-ed with ER frequent fliers decreased by $481,000.



Interface Helps GM Collaborate Across FactoriesGeneral Motors has developed a user interface for its factory systems that has transformed itsfactories from highly manual, isolated places into more collaborative environments. TheAssembly Processing System bridges the gap between engineering and manufacturing users. Itsinteractive software frees users from time previously spent on step-by-step communication andlaborious manual tasks, like compiling inconsistent spreadsheets.

The system has an information portal that contains engineering part specifications, process andquality mandates, and local process specifications. The portal ties in social media, includingblog-like information sharing. The system also provides mashups of some previously unavail-able data streams.

GM credits the system with assembly time reductions of 15% annually, resulting in savings ofseveral million dollars per plant. The company plans to sell the system commercially next yearto other manufacturers.



United Stationers’E-Commerce BreadthUnited Stationers, a wholesale distributor of officeproducts, is transforming itself into a provider ofbroader, revenue-generating services, such as onlinemarketing and technology, to resellers.

The company provides a range of services to help25,000 resellers with e-commerce, including cross-media content for print, the Web, and e-mail. Its search engine is embedded in hundreds of reseller Web sites.

Increasingly, United Stationers also is selling technology. It offers resellers a wholesale distribu-tion software suite that they can customize. And it recently acquired MBS Dev, a software andservices provider to resellers, so it can provide more services, including integration of e-com-merce and other business functions, such as customer service, purchasing, finance, credit andcollections, and analytics.

Next, United Stationers plans to create a development laboratory for online marketing andmerchandising techniques for office products. It’s also planning a private cloud that will pro-vide a revenue-generating ERP and e-commerce offering to resellers.



Royal Caribbean Links Digital Signs And DataRoyal Caribbean’s Oasis of the Seas is the world’s largest cruise ship, measuring almost 1,200feet long, 213 feet tall, and 208 feet wide. That’s nearly 50% larger than the previous largestcruise ship, with a maximum capacity of 6,300 guests and 2,200 crew. A ship this size requiresdetailed planning to help passengers get around, and its guest mobility system is a ship-widedigital signage network to do just that.

It consists of a network of more than 300 46-inch monitors strategically placed to provideinformation to passengers. The displays vary from passive screens with safety demos and infor-mation on activities to fully integrated and interactive touch panels that provide real-time infor-mation regarding activities on the ship. For example, the monitors can display which restau-rants have open tables and which have a waiting list, based on data captured using shape-recognition cameras. They support multiple languages, including English, Spanish, French,Italian, German, and Portuguese.



Verizon Wireless Makes Selling SimplerIn mid-2008, Verizon Wireless needed to make a drastic change to its retail sales system. Theexisting one lacked the speed and flexibility Verizon’s more than 2,400 retail outlets needed. Thecompany decided to create a streamlined sales-order processing system, called SHOPP, aimed atreducing the sales transaction time and improving efficiency.

SHOPP’s interface provides a simple and intuitive view of everything sales reps need to completean order, including a real-time credit module, pricing and discounting modules, and a paymentand signature module that makes sure a device is ready to use when the customer leaves thestore. SHOPP can be used on a mobile tablet PC, letting sales reps move through the store whilecompleting the entire sales transaction.

SHOPP has cut order processing time by at least 40%, saving about 500,000 hours of order pro-cessing time across the company. And within IT, it has replaced four separate order processingapplications, resulting in a single code base. This has driven operational efficiencies across thetechnology group, while reducing maintenance, development, and training costs.





SOA Expands Insurer’s Marketing OptionsProgressive has developed an e-commerce system that lets a competing car insurer send cus-tomers to Progressive for motorcycle, boat, and RV insurance, but keeps Progressive from try-ing to sell those customers car insurance.

Using a service-oriented architec-ture, Progressive integrated itsapps with those of other insurers.It writes rules so the site recog-nizes when customers arereferred from an auto rival site,and suppresses informationabout Progressive’s auto products.

The system also lets Progressivecarry other insurers’ products,so it can sell partners’ home-owners insurance, for example.



Users Show CenterPoint How To Manage DataCenterPoint Properties, an industrial real estate developer, was wrestling with out-of-controlgrowth of unstructured data. Critical information was locked up in people’s in-boxes, hurtingoverall productivity.

When content management systems didn’t solve the problem, CenterPoint looked closer anddiscovered that employees preferred Outlook folders for storage because of the proximity to e-mail. It was easier to drag and drop a message to a folder.

Instead of fighting e-mail’s popularity, CenterPoint leveraged it by creating Cubby, an Outlookadd-in that exposes everything that a user works with, including objects in ERP, CRM, and cus-tom systems, as a folder structure. Cubby filters the objects so users only see what they’reworking on. They drag whatever they want to save to the appropriate “in-box” folder, andCubby takes over.



FedEx Sensor Pairs GPS And Collaboration CapabilitiesFedEx SenseAware combines a GPS sensor with a Web-based collaboration platform to let cus-tomers shipping sensitive, high-value goods know not just where their packages are, but whatconditions they’ve endured.

Customers put the SenseAware device in a FedEx package, and it provides near real-time dataon the vital statistics of thecontents, including location,temperature, and when itwas opened or exposed tolight.

Customers can get alertswhen any of those condi-tions change, and share dataon their shipments with sup-ply chain partners. FedExhas done limited release ofSenseAware to life sciencecustomers, such as biotech-nology, pharmaceuticals, andhealthcare companies.



Performance Catches On At First HorizonFirst Horizon National, a Tennessee financial servicesprovider, implemented a company-wide performancemanagement system called Bonefish—so named becauseits financial metric diagram resembles a fish skeleton.

One part of that effort, MyPlan, makes Bonefish goals transparent across the company. It lets FirstHorizon cascade those goals from the CEO down to the bank branch tellers. All employees partici-pate in goal creation and alignment, and as a result are more focused on the bank’s profitability.




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






RANK COMPANY REVENUE IN MILLIONS HIGHEST-RANKING IT EXECUTIVE INDUSTRY

The Vanguard Group Inc.www.vanguard.com Malvern, Pa.InterContinental Hotels Group (IHG)www.ihg.com Atlanta, Ga.Colgate-Palmolive Co.www.colgate.com New York, N.Y.Merckwww.merck.com Whitehouse Station, N.J.University of Pittsburgh Medical Center (UPMC)www.upmc.com Pittsburgh, Pa.Coca-Cola Enterprises Inc.www.cokecce.com Atlanta, Ga.USAAwww.usaa.com San Antonio,TexasHealthways Inc.www.healthways.com Franklin,Tenn.Verizon Wirelesswww.verizonwireless.com Basking Ridge, N.J.Monster Worldwidewww.monster.com New York, NYUnited Stationers Supply Co.www.unitedstationers.com Deerfield, Ill.Associated Presswww.ap.org New York, N.Y.Cincinnati Children’s Hospital Medical Centerwww.cincinnatichildrens.org Cincinnati, OhioKnight Capital Group Inc.www.knight.com Jersey City, N.J.Old Dominion Freight Line Inc.www.odfl.com Thomasville, N.C.IntercontinentalExchange Inc.www.theice.com Atlanta, Ga.ProQuest LLCwww.proquest.com Ann Arbor, Mich.Acxiom Corp.www.acxiom.com Little Rock, Ark.General Motors Co.www.gm.com Detroit, Mich.First Horizon National Corp.www.firsthorizon.com Memphis,Tenn.Harleysville Group Inc.www.harleysvillegroup.com Harleysville, Pa.Sparrow Health Systemwww.sparrow.org Lansing, Mich.Do it Best Corp.www.doitbestcorp.com Fort Wayne, Ind.Mansfield Oil Co.www.mansfieldoil.com Gainsville, Ga.Exelon Corp.www.exeloncorp.com Chicago, Ill.McCoy Corp.www.mccoys.com San Marcos,TexasiQor Inc.www.iqor.com New York, N.Y.Eli Lilly & Co.www.lilly.com Indianapolis, Ind.Equifax Inc.www.equifax.com Atlanta, Ga.Dunham & Smith Agencieswww.dunhamandsmith.com St. Louis, Mo.Ross Stores Inc.www.rossstores.com Pleasanton, Calif.Armada Supply Chain Solutionswww.armada-scs.com Pittsburgh, Pa.Concentra Inc.www.concentra.com Addison,TexasStewart Information Services Corp.www.stewart.com Houston,TexasHerbalife Ltd.www.herbalife.com Los Angeles, Calif.Waste Management Inc.www.wm.com Houston,TexasAcuity, A Mutual Insurance Co.www.acuity.com Sheboygan,Wis.Hewlett-Packard Co.www.hp.com Palo Alto, Calif.Alberto-Culver Co.www.alberto.com Melrose Park, Ill.Procter & Gamble Co.www.pg.com Cincinnati, OhioRoyal Caribbean Cruises Ltd.www.royalcaribbean.com Miami, Fla.

Paul HellerManaging Dir. & CIOTom ConophyExec.VP & CIOTom GreeneVP & CIOJ. Chris ScaletExec.VP Global Services & CIODaniel S. DrawbaughSr.VP & CIOEsat SezerSr.VP & CIOGreg SchwartzSr.VP of IT & CIOScott BlanchetteSr.VP & CIOAjay WaghrayVP of IS & CIODarko DejanovicExec.VP & Global CIO & Head of ProductS. David BentSr.VP of eBusiness Services & Corp. CIOLorraine CichowskiSr.VP & CIOMarianne F. JamesSr.VP & CIOSteven J. SadoffExec.VP & CIOKen ErdnerVP of ITEdwin MarcialSr.VP & CTOBipin PatelCIODavid GuzmánSr.VP & CIOTerry KlineVP of IT & CIOBruce LivesayExec.VP & CIOJon GriggsVP & CIOThomas BresVP & CIOMike AltendorfVP of ITDoug HaughExec.VP & CIODaniel C. HillSr.VP & CIODennis StrongSr.VP & CIOVikas KapoorPresident & CEOMichael C. Heim Sr.VP & CIODavid C.WebbCIOMike SkinnerCIOMichael K. KobayashiExec.VP Supply Chain, Allocation & CIOJoseph BradoVP & CIOSuzanne KosubSr.VP & CIOMurshid KhanSr.VP & CIOMark SchisselCIOPuneet BhasinSr.VP & CIONeal RuffaloVP & CIORandy MottExec.VP & CIOTony BenderVP & CIOFilippo PasseriniPresident, Global Business Services & CIOBill MartinVP & CIO

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23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

$2,300

$1,680

$15,327

$27,428

$7,721

$21,645

$17,558

$718

$62,100

$905

$4,700

—

$1,400

$1,162

$1,245

$995

—

$1,277

—

$2,010

$1,100

$875

$2,460

$5,100

$17,318

$525

$348

$21,836

$1,825

—

$7,200

$1,250

$754

$1,707

$2,325

$11,791

$745

$114,552

$1,434

$79,029

$5,890

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

Banking & Financial Services

Hospitality & Travel

Consumer Goods

Biotechnology & Pharmaceuticals

Healthcare & Medical

Consumer Goods

Insurance


Telecommunications

Consulting & Business Services

Distribution

Media & Entertainment



Logistics & Transportation




Automotive


Insurance


Distribution

Energy & Utilities

Energy & Utilities

Retail: Specialty Merchandising








Insurance

Consumer Goods


Insurance

Information Technology

Consumer Goods

Consumer Goods







Avon Products Inc.www.avoncompany.com New York, N.Y.Pacific Northwest National Laboratorywww.pnl.gov Richland,Wash.Caritas Christi Health Carewww.caritaschristi.org Boston, Mass.Pegasus Solutions Inc.www.pegs.com Dallas,TexasLockheed Martin Corp.www.lockheedmartin.com Bethesda, Md.Del Monte Foods Co.www.delmonte.com San Francisco, Calif.Teva Pharmaceuticals U.S.A. Inc.www.tevausa.com North Wales, Pa.PNC Financial Services Group Inc.www.pnc.com Pittsburgh, Pa.Aetna Inc.www.aetna.com Hartford, Conn.E.&J. Gallo Winery www.gallo.com Modesto, Calif.Group Health Cooperative of South Central Wisconsin www.ghcscw.com Madison,Wis.Marriott International Inc.www.marriott.com Bethesda, Md.University of Pennsylvania Health Systemwww.pennmedicine.org Philadelphia, Pa.Asurion Insurance Serviceswww.asurion.com Nashville,Tenn.SASwww.sas.com Cary, N.C.Dell Inc.www.dell.com Round Rock,TexasBaker Hughes Inc.www.bakerhughes.com Houston,TexasSprint Nextel Corp.www.sprint.com Overland Park, Kan.Shaw Industries Group Inc.www.shawfloors.com Dalton, Ga.Apptis Inc.www.apptis.com Chantilly,Va.Marcus & Millichap Real Estate Investment Services Inc.www.marcusmillichap.com Encino, Calif.Heidelberg USA Inc.www.us.heidelberg.com Kennesaw, Ga.Penske Truck Leasing Co. LP www.gopenske.com Reading, Pa.J.C. Penney Company Inc.www.jcpenney.com Plano,TexasXerox Corp.www.xerox.com Norwalk, Conn.Advanced Health Media LLCwww.ahmdirect.com Bridgewater, N.J.Atmos Energy Corp.www.atmosenergy.com Dallas,TexasSouthern Co.www.southerncompany.com Atlanta, Ga.Keane Inc.www.keane.com Boston, Mass.The Progressive Group of Insurance Cos.www.progressive.com Mayfield Village, OhioPremier Inc.www.premierinc.com Charlotte, N.C.The Pasha Groupwww.pashagroup.com Corte Madera, Calif.Lifespan Corp.www.lifespan.org Providence, R.I.GXS Inc.www.gxs.com Gaithersburg, Md.Accenture www.accenture.com New York, N.Y.Automatic Data Processing Inc.www.adp.com Roseland, N.J.Odyssey HealthCare Inc.www.odsyhealth.com Dallas,TexasTech Data Corp.www.techdata.com Clearwater, Fla.Pacific Gas & Electric Co.www.pge.com San Francisco, Calif.WinWholesale Inc.www.winwholesale.com Dayton, OhioBaldor Electric Co.www.baldor.com Fort Smith, Ark.FedEx Corp.www.fedex.com Memphis,Tenn.

Donagh HerlihySr.VP of IT & CIOJerry JohnsonCIOTodd Rothenhaus, MDSr.VP & CIOMike KistnerCEOSondra BarbourVP of Enterprise Business Services & CIOMarc L. BrownSr.VP Corp. Svc. Center & CIOJimmy Z.WangVP & CIOAnuj DhandaExec.VP & CIOMeg McCarthySr.VP of Inno.,Tech.,& Serv.Operations & CIOKent KusharVP & CIOGalen M. MetzCIO & Dir. of ISCarl WilsonExec.VP & CIOMichael RestucciaVP & CIOChris CorradoSr.VP & CIOSuzanne GordonVP of IT & CIORobin JohnsonCIOClif TriplettVP & CIOPeter CampbellSr.VP of ITRoddy McKaigVP & CIOPhil HorvitzCTORick PeltzSr.VP & CIODoug Robbins/Howard HutchingsVP Info. Services, U.S./Global CIOWilliam L. StobbartSr.VP of ITTom NealonExec.VP & CIOJohn McDermottCorp.VP & CIOGreg MillerExec.VP & CIORich GiusVP & CIOBecky BlalockSr.VP & CIOTom GaryCIORaymond VoelkerCIOJoseph M. Pleasant/Keith J. FiglioliSr.VP & CIO/Sr.VP, Healthcare InformaticsDavid BeckermanVP of IT ServicesCarole CotterSr.VP & CIOKarl SalnoskeExec.VP & CIOFrank B. ModrusonCIOMichael L. CaponeCorporate VP & CIOJames ZoccoliVP of ITJohn TonnisonExec.VP & CIOPatricia LawickiSr.VP & CIOSteve HangenCIOMark ShackelfordVP of ISRobert B. CarterExec.VP & CIO

Consumer Goods




Manufacturing

Consumer Goods



Insurance

Consumer Goods

Insurance



Insurance



Manufacturing

Telecommunications

Manufacturing



Manufacturing


Retail: General Merchandising



Energy & Utilities

Energy & Utilities


Insurance

Distribution







Distribution

Energy & Utilities

Distribution

Manufacturing


42

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64

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66

67

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69

70

71

72

73

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75

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78

79

80

81

82

83

$10,383

$1,100

—

—

$45,189

$3,627

$13,899

$16,228

$34,764

$2,000

$254

$10,908

$3,800

—

$2,310

$52,902

$9,664

$32,260

$4,011

$295

—

$3,226

$4,000

$17,556

$22,000

$436

$4,969

$15,743

—

$14,600

$675

—

$1,374

$350

$21,577

$8,928

$686

$22,100

$13,399

$1,600

$1,524

$34,700






Wal-Mart Stores Inc.www.walmart.com Bentonville, Ark.Con-way Inc.www.con-way.com San Mateo, Calif.CVR Energy Inc.www.cvrenergy.com Sugar Land,TexasHewitt Associates Inc.www.hewitt.com Lincolnshire, Ill.Collabera Inc.www.collabera.com Morristown, N.J.VF Corp.www.vfc.com Greensboro, N.C.Banner Healthwww.bannerhealth.com Phoenix, Ariz.Intuit Inc.www.intuit.com Mountain View, Calif.R.R. Donnelley & Sons Co.www.rrdonnelley.com Chicago, Ill.American Airlines Inc.www.aa.com Fort Worth,TexasMovado Group Inc.www.movadogroup.com Paramus, N.J.Salesforce.com Inc.www.salesforce.com San Francisco, Calif.CME Group Inc.www.cmegroup.com Chicago, Ill.Travelport Ltd.www.travelport.com Parsippany, N.J.Access Insurance Co.www.accessgeneral.com Atlanta, Ga.Fifth Third Bancorp.www.53.com Cincinnati, OhioW.W. Grainger Inc.www.grainger.com Lake Forest, Ill.JetBlue Airways Corp.www.jetblue.com Forest Hills, N.Y.Wet Seal Inc.www.wetsealinc.com Foothill Ranch, Calif.AES Corp.www.aes.com Arlington,Va.Emersonwww.emerson.com St. Louis, Mo.Stein Mart Inc.www.steinmart.com Jacksonville, Fla.Emkay Inc.www.emkay.com Itasca, Ill.UST Global Inc.www.ust-global.com Aliso Viejo, Calif.Hogan Lovells U.S. LLPwww.hoganlovells.com Wash., D.C.Day & Zimmermann Inc.www.dayzim.com Philadelphia, Pa.XO Communicationswww.xo.com Herndon,Va.The Allstate Corp.www.allstate.com Northbrook, Ill.Deere & Co.www.johndeere.com Moline, Ill.Broadview Networks Inc.www.broadviewnet.com Rye Brook, N.Y.Nationwide Mutual Insurance Co.www.nationwide.com Columbus, OhioWells Fargo & Co.www.wellsfargo.com San Francisco, Calif.Horizon Blue Cross Blue Shield of New Jerseywww.horizonblue.com Newark, N.J.Tyson Foods Inc.www.tyson.com Springdale, Ark.Heartland Healthwww.heartland-health.com St. Joseph, Mo.Maritzwww.maritz.com Fenton, Mo.Republic Services Inc.www.republicservices.com Phoenix, Ariz.The Harry Fox Agency Inc.www.harryfox.com New York, N.Y.J.B. Hunt Transport Services Inc.www.jbhunt.com Lowell, Ark.BNY Mellon www.bnymellon.com New York, N.Y.Crawford & Co.www.crawfordandcompany.com Atlanta, Ga.Capital One Financial Corp.www.capitalone.com McLean,Va.

Rollin FordExec.VP & CIOJacquelyn BarrettaSr.VP & CIOMichael BrooksVP & CIODavid BaruchCIOBala VariyamCIO & Head, Collabera LabsMartin SchneiderVP & CIOMichael S.WardenSr.VP of IT & CIOGinny LeeSr.VP & CIOKenneth E. O’BrienExec.VP & CIOMonte FordSr.VP of IT & CIOFrank A. MorelliSr.VP Global Business Processes & CIOKirsten WolbergCIOKevin KometerManaging Director & CIOSue PowersCEO IT Services & SoftwareAndrew DunnCIOJoseph RobinsonExec.VP & CIOTimothy M. FerrarellSr.VP & CIOJoseph EngExec.VP & CIOJon KuboVP & CIOElizabeth HackensonSr.VP & CIOKathy McElligottVP & CIOAndrew BlackCIO & VP of ITAndrew GriffithVP of ITRobert DutileCIOWilliam GregoryCIOAnthony J. Bosco Jr.Sr.VP & CIORobert GellerCIOCatherine S. BruneSr.VP & CIOBarry W. SchaffterSr.VP, Intelligent Systems Group & CIOKenneth A. ShulmanCTO & CIOSrinivas KoushikSr.VP & CTOAvid ModjtabaiExec.VP,Technology and OperationsMark BarnardSr.VP of IT & CIOGary D. CooperSr.VP & CIOHelen V.ThompsonCIOGil HoffmanSr.VP & CIOWilliam G. HalnonSr.VP & CIOLouis TrebinoSr.VP & CIOKay J. PalmerExec.VP & CIOJohn FioreExec.VP & CIOBrian S. FlynnSr.VP & Global CIORob AlexanderCIO



Energy & Utilities



Consumer Goods





Consumer Goods




Insurance


Distribution



Energy & Utilities

Manufacturing


Automotive




Telecommunications

Insurance

Manufacturing

Telecommunications

Insurance


Insurance

Consumer Goods



Energy & Utilities




Insurance


84

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125

$405,046

$4,269

$3,136

$3,000

$300

$7,200

$4,677

$3,455

$9,857

$19,898

$378

$1,305

$2,613

—

—

$9,450

$6,222

$3,286

$561

$14,119

$20,915

$1,219

$400

—

$865

$2,100

$1,521

$32,013

$23,112

—

—

$88,686

$8,300

$26,704

$450

$1,430

$8,199

—

$3,203

$7,687

$970

$15,951






Raytheon Co.www.raytheon.com Waltham, Mass.Sabre Holdings Corp.www.sabre-holdings.com Southlake,TexasHyatt Hotels Corp.www.hyatt.com Chicago, Ill.T-Mobile USA Inc.www.t-mobile.com Bellevue,Wash.Genuine Parts Co.www.genpt.com Atlanta, Ga.Digital River Inc.www.digitalriver.com Minneapolis, MinnScottrade Inc.www.scottrade.com St. Louis, Mo.McGraw-Hill Cos. Inc.www.mcgraw-hill.com New York, N.Y.Rabobank N.A.www.rabobankamerica.com El Centro, Calif.State Street Corp.www.statestreet.com Boston, Mass.CenterPoint Propertieswww.centerpoint-prop.com Oak Brook, Ill.Tessco Technologies Inc.www.tessco.com Hunt Valley, Md.Premiere Global Services Inc.www.pgi.com Atlanta, Ga.HD Supply Inc.www.hdsupply.com Atlanta, Ga.VMware Inc.www.vmware.com Palo Alto, Calif.International Business Machines Corp.www.ibm.com Armonk, N.Y.Product Partners LLCwww.beachbody.com Santa Monica, Calif.Parkland Health & Hospital Systemwww.parklandhospital.com Dallas,TexasCoxHealthwww.coxhealth.com Springfield, Mo.AG Interactivewww.aginteractive.com Cleveland, OhioDr Pepper Snapple Group Inc.www.drpeppersnapplegroup.com Plano,TexasAmgen Inc.www.amgen.com Thousand Oaks, Calif.AXA Equitable Life Insurance Co.www.axa-equitable.com New York, N.Y.Western Corporate Federal Credit Union (WesCorp)www.wescorp.org San Dimas, Calif.Atlantic Healthwww.atlantichealth.org Morristown, N.J.Convergys Corp.www.convergys.com Cincinnati, OhioSutherland Global Services Inc.www.sutherlandglobal.com Pittsford, N.Y.Walgreen Co.www.walgreens.com Deerfield, Ill.Procurestaff Technologieswww.procurestaff.com New York, N.Y.Foley & Lardner LLPwww.foley.com Milwaukee,Wis.Verizon Communications Inc.www.verizon.com New York, N.Y.Norton Healthcare Inc.www.nortonhealthcare.com Louisville, Ky.Best Western International Inc.www.bestwestern.com Phoenix, Ariz.Pfizer Inc.www.pfizer.com New York, N.Y.Pharmaceutical Product Development Inc.www.ppdi.com Wilmington, N.C.ADC Telecommunications Inc.www.adc.com Eden Prairie, Minn.Webcor Builders LPwww.webcor.com San Mateo, Calif.Pioneer Investment Management www.pioneerinvestments.com Boston, Mass.AutoTrader.com Inc.www.autotrader.com Atlanta, Ga.Fair Isaac Corp.www.fico.com Minneapolis, Minn.VWR International LLC www.vwr.com West Chester, Pa.DST Outputwww.dstoutput.com Kansas City, Mo.

Rebecca R. RhoadsVP & CIOBarry VandevierCIOMike BlakeCIOCole BrodmanChief Technology & Innovation OfficerCharles A. ChesnuttSr.VP of IT & Process ImprovementTed HoySr.VP of Product & TechnologyIan PattersonCIOBruce MarcusExec.VP & CIOErwin MartinezCIOChristopher PerrettaExec.VP & CIOScott ZimmermanCIODoug ReinSr.VP, Performance Systems & OperationsDavid M. GuthrieCTOMichele MarkhamSr.VP & CIOMark EganCIOPatrick TooleVP & CIOSteven WinshelCIOJack KowittSr.VP & CIOBruce RobisonVP & CIOJoseph YanoskaVP of TechnologyVirginia GuthrieSr.VP & CIOThomas J. FlanaganSr.VP & CIOKevin E. MurrayExec.VP & CIOGene BergerVP of ITLinda ReedVP of IS & CIOJim GoetzCIODeepak BathejaCTOTim TheriaultCIORobert BrooksVP of TechnologyDoug CaddellCIOShaygan KheradpirExec.VP & CIOJoseph DeVenutoVP of IS & CIOScott A. GibsonSr.VP Distribution and Strategic Services & CIOJeffrey KeislingSr.VP & CIOMike Wilkinson Exec.VP & CIOChris JurasekPres., ADC Professional Services,VP & CIOGregg DavisSr.VP & CIOPeter NollGlobal CTOBob HadleyCIOChristopher RenceVP, Chief Information and Bus.Trans. OfficerCharles R. PatelSr.VP & CIOFrank DelferExec.VP of Technology & CTO

Manufacturing



Telecommunications

Distribution







Distribution


Distribution



Consumer Goods




Consumer Goods


Insurance








Telecommunications





Telecommunications

Construction & Engineering




Distribution

Manufacturing

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148

149

150

151

152

153

154

155

156

157

158

159

160

161

162

163

164

165

166

167

$24,881

—

$3,332

$21,531

$10,058

$404

$822

$5,952

$378

$8,640

—

$522

$602

$7,418

$2,024

$95,758

$320

$1,080

$2,200

$1,636

$5,531

$14,642

$3,242

—

$1,092

$2,827

—

$63,335

—

—

$107,808

$1,300

—

$50,009

$1,417

$1,150

$1,100

$975

—

$631

—

$482






Vision-Ease Lenswww.vision-ease.com Ramsey, Minn.CDW LLCwww.cdw.com Vernon Hills, Ill.Marsh Inc.www.mmc.com New York, N.Y.Activant Solutions Inc.www.activant.com Livermore, Calif.Wuesthoff Health System Inc.www.wuesthoff.org Rockledge, Fla.Intel Corp.www.intel.com Santa Clara, Calif.Nalco Co.www.nalco.com Naperville, Ill.Freeman Decorating Services Inc.www.freemanco.com Dallas,TexasDiversey Holdings Inc.www.diversey.com Sturtevant,Wis.AstraZeneca plcwww.astrazeneca.com Wilmington, Del.Lowe’s Companies Inc.www.lowes.com Mooresville, N.C.AT&T Inc.www.att.com Dallas,TexasHeartland Payment Systems Inc.www.heartlandpaymentsystems.com Princeton, N.J.Prudential Financial Inc.www.prudential.com Newark, N.J.UPS Inc.www.ups.com Atlanta, Ga.Alliance One International Inc.www.aointl.com Morrisville, N.C.Children’s Hospital & Medical Centerwww.childrensomaha.org Omaha, Neb.The Hartford Financial Services Group Inc.www.thehartford.com Hartford, Conn.A.T. Kearney Inc.www.atkearney.com Chicago, Ill.Children’s Medical Center Dallaswww.childrens.com Dallas,TexasABF Freight System Inc.www.abf.com Fort Smith, Ark.Quintileswww.quintiles.com Durham, N.C.Wheels Inc.www.wheels.com Des Plaines, Ill.CSG Systems International Inc.www.csgsystems.com Englewood, Colo.Taco Bell Corp.www.tacobell.com Irvine, Calif.Split Cooperative LLCwww.splitcoop.com New York, N.Y.Transitions Optical Inc.www.transitions.com Pinellas Park, Fla.Jones Apparel Group Inc.www.jonesapparel.com Bristol, Pa.Paccar Incwww.paccar.com Bellevue,Wash.Valassis Communications Inc.www.valassis.com Livonia, Mich.Indiana Farm Bureau Insurancewww.infarmbureau.com Indianapolis, Ind.Chiquita Brands International Inc.www.chiquitabrands.com Cincinnati, OhioHighmark Inc.www.highmark.com Pittsburgh, Pa.Austin Energywww.austinenergy.com Austin,TexasSynopsys Inc.www.synopsys.com Mountain View, Calif.Avnet Inc.www.avnet.com Phoenix, Ariz.Northern Trust Corp.www.northerntrust.com Chicago, Ill.National Oilwell Varco Distribution Serviceswww.nov.com Houston,TexasSouthern California Edison www.sce.com Rosemead, Calif.Flextronics International Ltd.www.flextronics.com San Jose, Calif.CUNA Mutual Groupwww.cunamutual.com Madison,Wis.Blackbaud Inc.www.blackbaud.com Charleston, S.C.

Flo KinzelCIOJon StevensSr.VP & CIO and OperationsJim P. LeeCIOJohn Breeden/Stuart MaxelVP of IT/Continuous Improvement Mgr.David L. BarnhartCIODiane BryantVP & CIOStewart McCutcheonCIORichard MaranvilleCIOBrent HoagVP & CIORichard WilliamsGlobal CIOSteven M. StoneSr.VP & CIOThaddeus ArroyoCIOKris HerrinCTOBarbara KosterCIODavid BarnesSr.VP & CIOWilliam D. PappasSr.VP & CIOGeorge Reynolds,MDChief Med. Informatics Officer; Acting VP & CIOBrian O’ConnellSr.VP & CIOJohn LaughhunnCTOPamela AroraVP & CIODave CogswellPresident, Data-TronicsBill DeamExec.VP & CIO, Global ITSteven LoosVP of IT & CIOLonnie MahrtSr.VP of Operations & CIODouglas WinesDirector, IT ServicesGreg SmithExec.VP & CIOMaria ZabetakisAmericas IT DirectorNorm VeitExec.VP of MISKyle QuinnVP & CIOSteve CarringtonVP & CIOGreg ClancySr.VP & CIO—

Tom TaborSr.VP & CIOKarl PophamCIO (Interim)Debra MartucciCIO & VP of ITSteve PhillipsSr.VP & CIOPeter Magrini/Jim Scholefield .Exec.VP, Tech Apps./Sr.VP, Tech.Infra.& Ops.Noel ConnollySr.VP of Supply Chain ManagementMahvash YazdiSr.VP Business Integration & CIODavid SmoleySr.VP & CIORick RoySr.VP & CIOTodd LantVP of IT

Consumer Goods


Insurance



Electronics

Chemicals


Manufacturing



Telecommunications




Manufacturing


Insurance









Consumer Goods

Consumer Goods

Automotive


Insurance

Consumer Goods

Insurance

Energy & Utilities


Distribution


Manufacturing

Energy & Utilities

Electronics



168

169

170

171

172

173

174

175

176

177

178

179

180

181

182

183

184

185

186

187

188

189

190

191

192

193

194

195

196

197

198

199

200

201

202

203

204

205

206

207

208

209

—

$7,163

$4,600

$379

—

$35,127

$3,747

—

—

$32,804

$47,200

$123,000

$1,652

$32,688

$45,300

$2,308

$265

$24,701

—

$884

$1,470

—

$2,000

$501

$10,836

—

—

$3,327

$8,087

$2,244

$700

$3,470

$13,700

$1,060

$1,360

$16,230

$3,787

$1,350

$12,400

$24,111

$2,764

$309






InnerWorkings Inc.www.inwk.com Chicago, Ill.The Charmer Sunbelt Groupwww.charmer-sunbelt.com New York, N.Y.Siemens Healthcarewww.medical.siemens.com/us Malvern, Pa.HCA Inc.www.hcahealthcare.com Nashville,Tenn.Principal Financial Group Inc.www.principal.com Des Moines, IowaProgressive Medical Inc.www.progressive-medical.com Westerville, OhioSunGard Availability Services LPwww.sungardas.com Wayne, Pa.Hologic Inc.www.hologic.com Bedford, Mass.Nygard International Partnershipwww.nygard.com New York, N.Y.Veyance Technologies Inc.www.veyance.com Fairlawn, OhioThe New York Times Co.www.nytco.com New York, N.Y.CRST International Inc.www.crst.com Cedar Rapids, IowaNewell Rubbermaid Inc.www.newellrubbermaid.com Atlanta, Ga.FFE Transportation Inc.www.ffeinc.com Dallas,TexasPoudre Valley Health Systemwww.pvhs.org Fort Collins, Colo.Rackspace Hosting Inc.www.rackspace.com San Antonio,TexasDoshi Diagnostic Imaging Serviceswww.doshidiagnostic.com Hicksville, N.Y.Transatlantic Holdings Inc.www.transre.com New York, N.Y.Global Crossing Ltd.www.globalcrossing.com Florham Park, N.J.Financial Industry Regulatory Authority Inc.www.finra.org Wash., D.C.Fiserv Inc.www.fiserv.com Brookfield,Wis.Schneider National Inc.www.schneider.com Green Bay,Wis.K&L Gates LLPwww.klgates.com Pittsburgh, Pa.Martin Marietta Materials Inc.www.martinmarietta.com Raleigh, N.C.Microsoft Corp.www.microsoft.com Redmond,Wash.Littelfuse Inc.www.littelfuse.com Chicago, Ill.Orbital Sciences Corp.www.orbital.com Dulles,Va.ZSL Inc.www.zslinc.com Edison, N.J.OhioHealthwww.ohiohealth.com Columbus, OhioGrange Mutual Casualty Co.www.grangeinsurance.com Columbus, OhioEmcor Group Inc.www.emcorgroup.com Norwalk, Conn.Freescale Semiconductor Inc.www.freescale.com Austin,TexasPLS Logistics Serviceswww.plslogistics.com Cranberry , Pa.Geisinger Health System www.geisinger.org Danville, Pa.Steris Corp.www.steris.com Mentor, OhioBoeing Co.www.boeing.com Chicago, Ill.EMC Corp.www.emc.com Hopkinton, Mass.BMC Software Inc.www.bmc.com Houston,TexasMedtronic Inc.www.medtronic.com Minneapolis, Minn.Blackboard Inc.www.blackboard.com Wash., D.C.OneAmerica Financial Partners Inc.www.oneamerica.com Indianapolis, Ind.

Neil P. GraverSr.VP of TechnologyPaul FippsCorp.VP of Business Services & CIOJohn GlaserCEONoel Brown WilliamsSr.VP & CIOGary ScholtenSr.VP & CIOAngelo MazzoccoCIODonald H. HopkinsVP & CIODavid RudzinskySr.VP of IS & CIOLen NicolasCOONathaniel LeonardVP & GM of IT, Logistics, Procurement & SeawingJoseph SeibertSr.VP & CIOSteve HannahVP & CIOGordon SteeleSr.VP Program Management Office & CIONick CookVP & CIORussell BranzellVP & CIOSteve MillsCIOTariq Rahim Shaikh/Anish BerryCOO & CIO/PresidentGeorge Di MartinoSr.VP & CIOAnthony D. ChristieCTO & CIOMarty ColburnExec.VP & CTOMaryann GoebelExec.VP & CIOJudith LemkeExec.VP & CIOSteven W. AgnoliCIOChuck MuscianoVP & CIOTony ScottCorp.VP & CIOEd EarlCIOKen BellSr.VP & CIOShivakumar KandaswamyExec.VP of IT and R&DMichael KrouseSystem VP & CIOMichael C. FergangVP & CIOJoseph A. PuglisiVP & CIOSam CoursenVP & CIOMark OhlundVP of Technology StrategyFrank RichardsCIOMario ShahidianVP & CIOJohn HinshawVP of IT & CIOSanjay MirchandaniSr.VP & CIOMark SettleCIOMichael HedgesCIOJohn LambethVP,Technology Solutions GroupGene BerryVP of IT & CIO


Distribution







Consumer Goods

Manufacturing



Consumer Goods





Insurance

Telecommunications





Metals & Natural Resources


Electronics

Manufacturing



Insurance

Construction & Engineering

Electronics




Manufacturing






210

211

212

213

214

215

216

217

218

219

220

221

222

223

224

225

226

227

228

229

230

231

232

233

234

235

236

237

238

239

240

241

242

243

244

245

246

247

248

249

250

$400

$4,800

$16,085

—

$8,849

$280

$1,520

$1,637

$500

$1,600

$2,440

—

$5,578

$373

$1,000

$629

—

$4,446

$2,536

—

$4,077

—

$1,000

$1,703

$58,437

$430

$1,100

—

—

$1,300

$5,548

$3,508

—

$2,300

$1,299

$68,281

$14,026

$1,872

$14,599

$439

$1,217


MASTERSOF TECHNOLOGY

COMPANY HIGHEST-RANKING IT EXECUTIVERegio

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

ABF Freight System Inc. Dave Cogswellwww.abf.com Fort Smith, Ark. President, Data-TronicsABM Industries Inc. Doug Gilbertwww.abm.com New York, N.Y. VP & CIOAccenture Frank B.Modrusonwww.accenture.com New York, N.Y. CIOAccess Insurance Co. Andrew Dunnwww.accessgeneral.com Atlanta, Ga. CIOAccretive Health Inc. Paul T.Cotteywww.accretivehealth.com Chicago, Ill. CIOActivant Solutions Inc. John Breeden/Stuart Maxelwww.activant.com Livermore, Calif. VP of IT/Continuous Improvement Mgr.Actuant Corp. Dennis B.Biedermanwww.actuant.com Butler,Wis. IT DirectorAcuity,A Mutual Insurance Co. Neal Ruffalowww.acuity.com Sheboygan,Wis. VP & CIOAcxiom Corp. David Guzmánwww.acxiom.com Little Rock, Ark. Sr.VP & CIOADC Telecommunications Inc. Chris Jurasekwww.adc.com Eden Prairie, Minn. Pres., ADC Professional Services,VP & CIOAdvanced Health Media LLC Greg Millerwww.ahmdirect.com Bridgewater, N.J. Exec.VP & CIOAdvocate Health Care Bruce D.Smithwww.advocatehealth.com Oak Brook, Ill. Sr.VP & CIOAerojet-General Corp. Craig Haltermanwww.aerojet.com Rancho Cordova, Calif. VP & CIOAES Corp. Elizabeth Hackensonwww.aes.com Arlington,Va. Sr.VP & CIOAetna Inc. Meg McCarthywww.aetna.com Hartford, Conn. Sr.VP of Inno.,Tech.,& Serv.Operations & CIOAflac Gerald Shieldswww.aflac.com Columbus, Ga. Sr.VP & CIOAG Interactive Joseph Yanoskawww.aginteractive.com Cleveland, Ohio VP of Technology Air Wisconsin Airlines Corp. Jeff Mainwww.airwis.com Appleton,Wis. Managing Dir. of ITAlaska Airlines Inc. Kris Kutcherawww.alaskaair.com Seattle,Wash. VP of ITAlberto-Culver Co. Tony Benderwww.alberto.com Melrose Park, Ill. VP & CIOAlliance One International Inc. William D.Pappaswww.aointl.com Morrisville, N.C. Sr.VP & CIOAllianz Life Insurance Co.of North America Tom Bauerwww.allianzlife.com Minneapolis, Minn. Sr.VP & CIOThe Allstate Corp. Catherine S.Brunewww.allstate.com Northbrook, Ill. Sr.VP & CIOAmeren Corp. Mary Hegerwww.ameren.com St. Louis, Mo. VP of Ameren Services Center & ITAmerican Airlines Inc. Monte Fordwww.aa.com Fort Worth,Texas Sr.VP of IT & CIOAmeriGas Partners LP Rick Fabriziowww.amerigas.com King of Prussia, Pa. VP & CIOAmerisourceBergen Thomas H.Murphywww.amerisourcebergen.com Chesterbrook, Pa. Sr.VP & CIOAmgen Inc. Thomas J.Flanaganwww.amgen.com Thousand Oaks, Calif. Sr.VP & CIOAnsell Limited Shawn W.Knoxwww.ansell.com Red Bank, N.J. Sr.VP & CIOAntares Management Solutions Ken Sidon/Paul Apostlewww.antaressolutions.com Strongsville, Ohio Exec.VP & CIO/VP, Enterprise DevelopmentAppleton Papers Inc. Satish Davewww.appletonideas.com Appleton,Wis. Exec. Dir. & CIOApplied Industrial Technologies Inc. Lonny Lawrencewww.applied.com Cleveland, Ohio VP of IT

Applied Materials Inc. Jay Kerley/Ron Kiferwww.appliedmaterials.com Santa Clara, Calif. Corp.VP & Deputy CIO/Group VP & CIOApptis Inc. Phil Horvitzwww.apptis.com Chantilly,Va. CTOAramark Corp. David Kaufmanwww.aramark.com Philadelphia, Pa. CIOArch Coal Inc. David Hartleywww.archcoal.com St. Louis, Mo. VP & CIOArkansas Blue Cross & Blue Shield Joseph S.Smithwww.arkbluecross.com Little Rock, Ark. Sr.VP & CIOArmada Supply Chain Solutions Joseph Bradowww.armada-scs.com Pittsburgh, Pa. VP & CIOArrow Electronics Inc. Vincent Melvinwww.arrow.com Melville, N.Y. VP & CIOAssociated Press Lorraine Cichowskiwww.ap.org New York, N.Y. Sr.VP & CIOAstraZeneca plc Richard Williamswww.astrazeneca.com Wilmington, Del. Global CIOAsurion Insurance Services Chris Corradowww.asurion.com Nashville,Tenn. Sr.VP & CIOAT&T Inc. Thaddeus Arroyowww.att.com Dallas,Texas CIOA.T.Kearney Inc. John Laughhunnwww.atkearney.com Chicago, Ill. CTOAtlantic Health Linda Reedwww.atlantichealth.org Morristown, N.J. VP of IS & CIOAtlas World Group Inc. Mike Neeleywww.atlasworldgroup.com Evansville, Ind. VP & CIOAtmos Energy Corp. Rich Giuswww.atmosenergy.com Dallas,Texas VP & CIOAtos Origin Inc. Paul Stewartwww.atosorigin.com Houston,Texas Exec.VP & CEO, North AmericaAustin Energy Karl Pophamwww.austinenergy.com Austin,Texas CIO (Interim)Automatic Data Processing Inc. Michael L.Caponewww.adp.com Roseland, N.J. Corp.VP & CIOAutoTrader.com Inc. Bob Hadleywww.autotrader.com Atlanta, Ga. CIOAvanade Inc. Chris Millerwww.avanade.com Seattle,Wash. CIOAviat Networks Inc. Richard Planewww.aviatnetworks.com Morrisville, N.C. VP & CIOAviva Plc Toby Redshawwww.aviva.com Chicago, Ill. Global CIOAvnet Inc. Steve Phillipswww.avnet.com Phoenix, Ariz. Sr.VP & CIOAvon Products Inc. Donagh Herlihywww.avoncompany.com New York, N.Y. Sr.VP of IT & CIOAXA Equitable Life Insurance Co. Kevin E.Murraywww.axa-equitable.com New York, N.Y. Exec.VP & CIOBaker Hughes Inc. Clif Triplettwww.bakerhughes.com Houston,Texas VP & CIOBaldor Electric Co. Mark Shackelfordwww.baldor.com Fort Smith, Ark. VP of ISBanner Health Michael S.Wardenwww.bannerhealth.com Phoenix, Ariz. Sr.VP of IT & CIOBaptist Health Roland Garcia/Dave Dullywww.e-baptisthealth.com Jacksonville, Fla. Sr.VP & CIO/CTOBartlett & Co. Matt Whalenwww.bartlett1898.com Cincinnati, Ohio IT ManagerBarton Malow Co. Phil Gowww.bartonmalow.com Southfield, Mich. CIOBatesville Casket Co. Darryl M.Maslarwww.batesville.com Batesville, Ind. VP of Business Information Systems

COMPANY HIGHEST-RANKING IT EXECUTIVE

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

Midwest WestSouthNortheastRegion Key

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

Baylor Health Care System David S.Muntzwww.baylorhealth.com Dallas,Texas Sr.VP & CIOBCD Travel Hilton Sturiskywww.bcdtravel.com Atlanta, Ga. Sr.VP of Information & Comm.Tech.BDO USA LLP Richard Rottmanwww.bdo.com Chicago, Ill. CTOBest Western International Inc. Scott A.Gibsonwww.bestwestern.com Phoenix, Ariz. Sr.VP of Distribution and Strat.Svcs.& CIOBeth Israel Deaconess Medical Center John D.Halamka,MDwww.bidmc.org Boston, Mass. CIOBlack Box Corp. Kim Cloughertywww.blackbox.com Lawrence, Pa. VP & CIOBlackbaud Inc. Todd Lantwww.blackbaud.com Charleston, S.C. VP of ITBlackboard Inc. John Lambethwww.blackboard.com Wash., D.C. VP of Technology Solutions GroupBlount International Inc. Barry J.Brunettowww.blount.com Portland, Ore. VP of ISBMC Software Inc. Mark Settlewww.bmc.com Houston,Texas CIOBNY Mellon John Fiorewww.bnymellon.com New York, N.Y. Exec.VP & CIOBoeing Co. John Hinshawwww.boeing.com Chicago, Ill. VP of IT & CIOBooz Allen Hamilton Inc. Frank S.Smith, IIIwww.boozallen.com McLean,Va. Sr.VP & CIOBoston Medical Center Meg Aranowwww.bmc.org Boston, Mass. VP & CIOBP Plc Dana Deasywww.bp.com Houston,Texas Group CIOBrady Corp. Bentley Curranwww.bradycorp.com Milwaukee,Wis. VP of IT & CIOBroadview Networks Inc. Kenneth A.Shulmanwww.broadviewnet.com Rye Brook, N.Y. CTO & CIOBrocade Communications Systems Inc. Tim Graumannwww.brocade.com San Jose, Calif. CIO & VP of IT CA Technologies Stephen C.Savagewww.ca.com Islandia, N.Y. CIOCadence Design Systems Inc. Daniel Salisburywww.cadence.com San Jose, Calif. Corp.VP, Information TechnologyCapgemini S.A. Josh McArthurwww.us.capgemini.com New York, N.Y. CIO, North AmericaCapital BlueCross Kent Whitingwww.capbluecross.com Harrisburg, Pa. VP of ITCapital One Financial Corp. Rob Alexanderwww.capitalone.com McLean,Va. CIOCareer Education Corp. Manoj Kulkarniwww.careered.com Hoffman Estates, Ill. Sr.VP & CIOCaritas Christi Health Care Todd Rothenhaus,MDwww.caritaschristi.org Boston, Mass. Sr.VP & CIOCarolinas HealthCare System Craig Richardvillewww.carolinashealthcare.org Charlotte, N.C. Sr.VP & CIOCB Richard Ellis Group Inc. Don Goldsteinwww.cbre.com Los Angeles, Calif. Global CIOCDI Corp. Vince Squillaciotiwww.cdicorp.com Philadelphia, Pa. Sr.VP & CIOCDW LLC Jon Stevenswww.cdw.com Vernon Hills, Ill. Sr.VP & CIO and OperationsCelestica Inc. Mary Gendronwww.celestica.com Manchester, N.H. Sr.VP & CIOCentene Corp. Don Imholzwww.centene.com St. Louis, Mo. Exec.VP & CIOCenterPoint Properties Scott Zimmermanwww.centerpoint-prop.com Oak Brook, Ill. CIOCentraState Healthcare System Indranil Gangulywww.centrastate.com Freehold, N.J. VP & CIOCenturyLink Inc. Bill Bradleywww.centurylink.com Monroe, La. Sr.VP & CIOCGI Group Inc. Luc Pinard/Guy Brosseauwww.cgi.com Fairfax,Va. Exec.VP & Chief Tech.& Qual.Officer/VP & CIOCH2M Hill Bill Dehnwww.ch2m.com Englewood, Colo. CIOCharles Schwab & Co.Inc. Brad Petersonwww.schwab.com San Francisco, Calif. CIOThe Charmer Sunbelt Group Paul Fippswww.charmer-sunbelt.com New York, N.Y. Corp.VP of Business Services & CIOChildren’s Hospital & Medical Center George Reynolds,MD www.childrensomaha.org Omaha, Neb. Chief Med.Informatics Officer;Acting VP & CIOChildren’s Hospital of Philadelphia Bryan A.Wolf,MDwww.chop.edu Philadelphia, Pa. Sr.VP & CIOChildren’s Medical Center Dallas Pamela Arorawww.childrens.com Dallas,Texas VP & CIOChiquita Brands International Inc. —www.chiquitabrands.com Cincinnati, OhioChristus Health George Conklinwww.christushealth.org Irving,Texas Sr.VP & CIOCHS Inc. Beth Nordinwww.chsinc.com Inver Grove Heights, Minn. VP of ITThe Chubb Corp. James P.Knightwww.chubb.com Warren, N.J. Exec.VP & Global CIOCigna Corp. James Nastriwww.cigna.com Philadelphia, Pa. VP of eBusinessCincinnati Children’s Hospital Medical Center Marianne F.Jameswww.cincinnatichildrens.org Cincinnati, Ohio Sr.VP & CIOCincinnati Financial Corp. John Kellingtonwww.cinfin.com Fairfield, Ohio Sr.VP & CIOCiti Private Bank Indy Reddywww.citiprivatebank.com New York, N.Y. Managing Dir. & CTOClayton Homes Inc. Ralph Warcholwww.claytonhomes.com Maryville,Tenn. VP & CIO

CME Group Inc. Kevin Kometerwww.cmegroup.com Chicago, Ill. Managing Director & CIOCoca-Cola Enterprises Inc. Esat Sezerwww.cokecce.com Atlanta, Ga. Sr.VP & CIOCognizant Technology Solutions Corp. Mark Greenlawwww.cognizant.com Teaneck, N.J. Chief Sustainability OfficerColgate-Palmolive Co. Tom Greenewww.colgate.com New York, N.Y. VP & CIOCollabera Inc. Bala Variyamwww.collabera.com Morristown, N.J. CIO & Head, Collabera LabsCommercial Vehicle Group Inc. Randy Lhowewww.cvgrp.com New Albany, Ohio Corp. Dir. of ITComponent Assembly Systems Inc. John Lordwww.componentassembly.com Pelham, N.Y. CTOCompuCom Systems Inc. John Douglaswww.compucom.com Dallas,Texas CIOConcentra Inc. Suzanne Kosubwww.concentra.com Addison,Texas Sr.VP & CIOContinuum Health Partners Inc. Mark Moroseswww.wehealny.com New York, N.Y. Interim CIOConvaTec Inc. William Comptonwww.convatec.com Skillman, N.J. VP & CIOConvergys Corp. Jim Goetzwww.convergys.com Cincinnati, Ohio CIOCon-way Inc. Jacquelyn Barrettawww.con-way.com San Mateo, Calif. Sr.VP & CIOCorning Inc. Kevin J.McManuswww.corning.com Corning, N.Y. VP & CIOCox Enterprises Inc. Gregory Morrisonwww.coxenterprises.com Atlanta, Ga. VP & CIOCoxHealth Bruce Robisonwww.coxhealth.com Springfield, Mo. VP & CIOCoyote Logistics Michal Yarivwww.coyotelogistics.com Lake Forest, Ill. CIOCrawford & Co. Brian S.Flynnwww.crawfordandcompany.com Atlanta, Ga. Sr.VP & Global CIOCrossmark Inc. Jim Norredwww.crossmark.com Plano,Texas CIOCRST International Inc. Steve Hannahwww.crst.com Cedar Rapids, Iowa VP & CIOCSG Systems International Inc. Lonnie Mahrtwww.csgsystems.com Englewood, Colo. Sr.VP of Operations & CIOCUNA Mutual Group Rick Roywww.cunamutual.com Madison,Wis. Sr.VP & CIOCushman & Wakefield Inc. Craig Cuyarwww.cushmanwakefield.com New York, N.Y. Global CIOCVR Energy Inc. Michael Brookswww.cvrenergy.com Sugar Land,Texas VP & CIOCycle30 Inc. Jim Dunlapwww.cycle30.com Seattle,Wash. PresidentDarden Patti Reilly Whitewww.darden.com Orlando, Fla. Sr.VP of Information Svcs. & Tech. & CIODay & Zimmermann Inc. Anthony J.Bosco Jr.www.dayzim.com Philadelphia, Pa. Sr.VP & CIODeere & Co. Barry W.Schaffterwww.johndeere.com Moline, Ill. Sr.VP, Intelligent Systems Group & CIODel Monte Foods Co. Marc L.Brownwww.delmonte.com San Francisco, Calif. Sr.VP Corp. Svc. Center & CIODell Inc. Robin Johnsonwww.dell.com Round Rock,Texas CIODelphi Automotive LLP Timothy McCabewww.delphi.com Troy, Mich. VP & CIODelta Air Lines Inc. Theresa Wisewww.delta.com Atlanta, Ga. Sr.VP & CIODetroit Medical Center Michael LeRoywww.dmc.org Detroit, Mich. Sr.VP & CIODeVry Inc. Eric Dirstwww.devryinc.com Downers Grove, Ill. Sr.VP & CIODigital River Inc. Ted Hoywww.digitalriver.com Minneapolis, Minn Sr.VP of Product & Technology Discover Financial Services Glenn Schneiderwww.discoverfinancial.com Riverwoods, Ill. Sr.VP & CIODiscovery Communications Inc. David Klinewww.discoverycommunications.com Silver Spring, Md. Exec.VP & CIODiversey Holdings Inc. Brent Hoagwww.diversey.com Sturtevant,Wis. VP & CIODo it Best Corp. Mike Altendorfwww.doitbestcorp.com Fort Wayne, Ind. VP of ITDoshi Diagnostic Imaging Services Tariq Rahim Shaikh/Anish Berrywww.doshidiagnostic.com Hicksville, N.Y. COO & CIO/PresidentDr Pepper Snapple Group Inc. Virginia Guthriewww.drpeppersnapplegroup.com Plano,Texas Sr.VP & CIODST Output Frank Delferwww.dstoutput.com Kansas City, Mo. Exec.VP of Technology & CTODTE Energy Co. Lynne Ellynwww.dteenergy.com Detroit, Mich. Sr.VP & CIODunham & Smith Agencies Mike Skinnerwww.dunhamandsmith.com St. Louis, Mo. CIODunkin’Brands Inc. Daniel J.Sheehanwww.dunkinbrands.com Canton, Mass. Sr.VP & CIODynegy Inc. Biren Kumarwww.dynegy.com Houston,Texas Sr.VP & CIOE.&J.Gallo Winery Kent Kusharwww.gallo.com Modesto, Calif. VP & CIOEaton Corp. William W.Blausey Jr.www.eaton.com Cleveland, Ohio Sr.VP & CIOEli Lilly & Co. Michael C.Heimwww.lilly.com Indianapolis, Ind. Sr.VP & CIOEMC Corp. Sanjay Mirchandaniwww.emc.com Hopkinton, Mass. Sr.VP & CIO

Regio

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Region Key Midwest WestSouthNortheast







Midwest• Spend 2.5% of revenue on IT, on average

• 52% expect 2010 IT spending to exceed 2009

• 44% are making global support and develop-ment part of most IT workers’ regular jobs

South• Spend 2.3% of revenue on IT, on average


• 46% are making global support and development part of most IT workers’ regular jobs

KNOW YOUR NEIGHBORSCalifornia tops our list again this year, with 59 companies (down from 71 last year). New Yorkis No. 2 with 43, and Illinois and Texas are close behind with 40 each. But innovators are everywhere. Georgia (30), Pennsylvania (30), Ohio(28), New Jersey (23), Missouri (20), and Massachusetts (18) round out the top 10 states in the In-formationWeek 500 ranking.

GET ALL THE DATA There’s so much more to find out about the InformationWeek 500 that won’t fit in ourpages. The full report is free for a limited time at informationweek.com/analytics/2010/500

Northeast• Spend 3.1% of revenue on IT, on average


• 56% are making global support and develop-ment part of most IT workers’ regular jobs

West• Spend 3.1% of revenue on IT, on average


• 53% are making global support and development part of most IT workers’ regular jobs


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Emcor Group Inc. Joseph A.Puglisiwww.emcorgroup.com Norwalk, Conn. VP & CIOEmerson Kathy McElligottwww.emerson.com St. Louis, Mo. VP & CIOEmkay Inc. Andrew Griffithwww.emkay.com Itasca, Ill. VP of ITEmory Healthcare Dee Cantrellwww.emoryhealthcare.org Atlanta, Ga. CIOEndurance Specialty Holdings Ltd. Tom Terrywww.endurance.bm New York, N.Y. Exec.VP & CIOEnergen Corp. Lynn Loveladywww.energen.com Birmingham, Ala. General Manager, ITEntergy Corp. Jill Israelwww.entergy.com New Orleans, La. VP & CIOEquifax Inc. David C.Webbwww.equifax.com Atlanta, Ga. CIOExelon Corp. Daniel C.Hillwww.exeloncorp.com Chicago, Ill. Sr.VP & CIOExpress Scripts Inc. Gary Wimberlywww.express-scripts.com St. Louis, Mo. Sr.VP & CIOFair Isaac Corp. Christopher Rencewww.fico.com Minneapolis, Minn. VP & Chief Info. & Bus.Transformation OfficerFBL Financial Group Inc. Doug Gummwww.fblfinancial.com West Des Moines, Iowa VP of ITFedEx Corp. Robert B.Carterwww.fedex.com Memphis,Tenn. Exec.VP & CIOFFE Transportation Inc. Nick Cookwww.ffeinc.com Dallas,Texas VP & CIOFidelity National Information Services Inc. Brian Hurdiswww.fisglobal.com Jacksonville, Fla. Exec.VP,Technology ServicesFifth Third Bancorp. Joseph Robinsonwww.53.com Cincinnati, Ohio Exec.VP & CIOFinancial Industry Regulatory Authority Inc. Marty Colburnwww.finra.org Wash., D.C. Exec.VP & CTOFirst Data Corp. Kevin Kernwww.firstdata.com Atlanta, Ga. Exec.VP & CTOFirst Horizon National Corp. Bruce Livesaywww.firsthorizon.com Memphis,Tenn. Exec.VP & CIOFiserv Inc. Maryann Goebelwww.fiserv.com Brookfield,Wis. Exec.VP & CIOFlextronics International Ltd. David Smoleywww.flextronics.com San Jose, Calif. Sr.VP & CIOFoley & Lardner LLP Doug Caddellwww.foley.com Milwaukee,Wis. CIOFreeman Decorating Services Inc. Richard Maranvillewww.freemanco.com Dallas,Texas CIOFreescale Semiconductor Inc. Sam Coursenwww.freescale.com Austin,Texas VP & CIOFreightquote.com Shawn McCarrickwww.freightquote.com Lenexa, Kan. COO & CIOGeisinger Health System Frank Richardswww.geisinger.org Danville, Pa. CIOGeneral Electric Co. John Seralwww.ge.com Fairfield, Conn. VP & CIO, GE EnergyGeneral Motors Co. Terry Klinewww.gm.com Detroit, Mich. VP of IT & CIOGenuine Parts Co. Charles A.Chesnuttwww.genpt.com Atlanta, Ga. Sr.VP of IT & Process ImprovementGlobal Crossing Ltd. Anthony D.Christiewww.globalcrossing.com Florham Park, N.J. CTO & CIOGlobal Integrated Logistics Bassam Fawaz www.agilitylogistics.com Irvine, Calif. CIOGoodwin Procter LLP Andrew Kawawww.goodwinprocter.com Boston, Mass. Sr. IT ManagerGrange Mutual Casualty Co. Michael C.Fergangwww.grangeinsurance.com Columbus, Ohio VP & CIOGraybar Electric Company Inc. Scott Cliffordwww.graybar.com St. Louis, Mo. VP & CIOGreenStone Farm Credit Services Brook E.Walshwww.greenstonefcs.com East Lansing, Mich. Sr.VP & CIOGrinnell Mutual Reinsurance Co. Dennis H.Mehmenwww.grinnellmutual.com Grinnell, Iowa CIO & VP of Business Information ServicesGroup Health Coop.of South Central Wis. Galen M.Metzwww.ghcscw.com Madison,Wis. CIO & Dir. of ISGrowmark Inc. Tim Piperwww.growmark.com Bloomington, Ill. Exec. Dir. of IT & CIOGwinnett Hospital System Inc. Ed Brownwww.gwinnettmedicalcenter.org Lawrenceville,Ga. Sr.VP & CIOGXS Inc. Karl Salnoskewww.gxs.com Gaithersburg, Md. Exec.VP & CIOHarleysville Group Inc. Jon Griggswww.harleysvillegroup.com Harleysville, Pa. VP & CIOThe Harry Fox Agency Inc. Louis Trebinowww.harryfox.com New York, N.Y. Sr.VP & CIO

Health Care Service Corp. Brian Hedbergwww.hcsc.com Chicago, Ill. CIOHealthways Inc. Scott Blanchettewww.healthways.com Franklin,Tenn. Sr.VP & CIOHeartland Health Helen V.Thompsonwww.heartland-health.com St. Joseph, Mo. CIOHeartland Payment Systems Inc. Kris Herrinwww.heartlandpaymentsystems.com Princeton,N.J. CTOHeidelberg USA Inc. Doug Robbins/Howard Hutchingswww.us.heidelberg.com Kennesaw, Ga. VP Info. Services, U.S./Global CIOHerbalife Ltd. Mark Schisselwww.herbalife.com Los Angeles, Calif. CIOHewitt Associates Inc. David Baruchwww.hewitt.com Lincolnshire, Ill. CIOHewlett-Packard Co. Randy Mottwww.hp.com Palo Alto, Calif. Exec.VP & CIOHighmark Inc. Tom Taborwww.highmark.com Pittsburgh, Pa. Sr.VP & CIOHilton Worldwide Robert Webbwww.hilton.com McLean,Va. CIOHitachi Data Systems Corp. Rex Carterwww.hds.com Santa Clara, Calif. Sr.VP & CIOHitachi Global Storage Technologies Craig Haughtwww.hitachigst.com San Jose, Calif. Chief Info. & Environmental Strategy OfficerHogan Lovells U.S.LLP William Gregorywww.hoganlovells.com Wash., D.C. CIO

The Hartford Financial Services Group Inc. Brian O’Connellwww.thehartford.com Hartford, Conn. Sr.VP & CIOH.B.Fuller Co. Barry Snyderwww.hbfuller.com St Paul, Minn. VP & CTOHCA Inc. Noel Brown Williamswww.hcahealthcare.com Nashville,Tenn. Sr.VP & CIOHD Supply Inc. Michele Markhamwww.hdsupply.com Atlanta, Ga. Sr.VP & CIO




Hologic Inc. David Rudzinskywww.hologic.com Bedford, Mass. Sr.VP of IS & CIOHorizon Blue Cross Blue Shield of New Jersey Mark Barnardwww.horizonblue.com Newark, N.J. Sr.VP of IT & CIOHovnanian Enterprises Inc. Nicholas Colistowww.khov.com Red Bank, N.J. VP & CIOHub Group Inc. Dennis Polsenwww.hubgroup.com Downers Grove, Ill. Exec.VP of ISHyatt Hotels Corp. Mike Blakewww.hyatt.com Chicago, Ill. CIOIndiana Farm Bureau Insurance Greg Clancywww.infarmbureau.com Indianapolis, Ind. Sr.VP & CIOInfor Global Solutions Inc. Soma Somasundaramwww.infor.com Alpharetta, Ga. Sr.VP, Global Product DevelopmentIngram Micro Inc. Mario Leonewww.ingrammicro.com Santa Ana, Calif. Exec.VP & CIOInnerWorkings Inc. Neil P.Graverwww.inwk.com Chicago, Ill. Sr.VP of TechnologyInova Health System Geoff Brownwww.inova.org Falls Church,Va. Sr.VP & CIO, Information TechnologyIntel Corp. Diane Bryantwww.intel.com Santa Clara, Calif. VP & CIOIntelsat Richard Marlow/Adam Levywww.intelsat.com Wash., D.C. Sr. Dir. of Satellite Control Sys./VP of ISInterContinental Hotels Group (IHG) Tom Conophywww.ihg.com Atlanta, Ga. Exec.VP & CIOIntercontinentalExchange Inc. Edwin Marcialwww.theice.com Atlanta, Ga. Sr.VP & CTOIntergraph Corp. Bill Johnsonwww.intergraph.com Huntsville, Ala. VP of Global ITInternational Business Machines Corp. Patrick Toolewww.ibm.com Armonk, N.Y. VP & CIOIntersections Inc. George K.(Chip) Tsanteswww.intersections.com Chantilly,Va. Exec.VP & CTOIntuit Inc. Ginny Leewww.intuit.com Mountain View, Calif. Sr.VP & CIOinVentiv Health Inc. Tony Jerigwww.inventivhealth.com Somerset, N.J. CIOIowa Health System Joy Grosserwww.ihs.org Des Moines, Iowa VP & CIOiQor Inc. Vikas Kapoorwww.iqor.com New York, N.Y. President & CEOIron Mountain Inc. Bill Brownwww.ironmountain.com Boston, Mass. Sr.VP & CIOj2 Global Communications Inc. Alan Alters/Vince Niedzielskiwww.j2global.com Los Angeles, Calif. VP Network Ops./VP of EngineeringJack in the Box Inc. Debra Jensenwww.jackinthebox.com San Diego, Calif. VP & CIOJarden Consumer Solutions Edward Janowskywww.jardencs.com Boca Raton, Fla. VP of IT & CIOJ.B.Hunt Transport Services Inc. Kay J.Palmerwww.jbhunt.com Lowell, Ark. Exec.VP & CIOJ.C.Penney Company Inc. Tom Nealonwww.jcpenney.com Plano,Texas Exec.VP & CIOJetBlue Airways Corp. Joseph Engwww.jetblue.com Forest Hills, N.Y. Exec.VP & CIOJones Apparel Group Inc. Norm Veitwww.jonesapparel.com Bristol, Pa. Exec.VP of MISJuniper Networks Inc. Michele Goinswww.juniper.net Sunnyvale, Calif. CIOK&L Gates LLP Steven W.Agnoliwww.klgates.com Pittsburgh, Pa. CIOKansas City Power & Light Co. Charles H.Tickleswww.kcpl.com Kansas City, Mo. VP of ITKeane Inc. Tom Garywww.keane.com Boston, Mass. CIO



Kellwood Co. Linda Kinderwww.kellwood.com Chesterfield, Mo. VP & CIOKetchum Inc. Andy Roachwww.ketchum.com New York, N.Y. Partner & CIOKimpton Hotels & Restaurants Kris Singletonwww.kimptonhotels.com San Francisco, Calif. CIO & VP of TechnologyKindred Healthcare Inc. Rick Chapmanwww.kindredhealthcare.com Louisville, Ky. Exec.VP, CIO & CAOKnight Capital Group Inc. Steven J.Sadoffwww.knight.com Jersey City, N.J. Exec.VP & CIOKnight Transportation Inc. Cory Staheliwww.knighttrans.com Phoenix, Ariz. VP of ISKrueger International Inc. Vicki Petitwww.ki.com Green Bay,Wis. VP of ISLamar Advertising Co. Ed Nettleswww.lamar.com Baton Rouge, La. VP & Dir. of ITLandstar System Inc. Larry S.Thomaswww.landstar.com Jacksonville, Fla. VP & CIOLeggett & Platt Inc. Michael Blinzlerwww.leggett.com Carthage, Mo. VP of ITLehigh Valley Health Network Harry F.Lukenswww.lvhn.org Allentown, Pa. Sr.VP & CIOLifespan Corp. Carole Cotterwww.lifespan.org Providence, R.I. Sr.VP & CIOLittelfuse Inc. Ed Earlwww.littelfuse.com Chicago, Ill. CIOLockheed Martin Corp. Sondra Barbourwww.lockheedmartin.com Bethesda, Md. VP of Enterprise Business Services & CIOLockton Inc. David Robinsonwww.lockton.com Kansas City, Mo. CIOLowe’s Companies Inc. Steven M.Stonewww.lowes.com Mooresville, N.C. Sr.VP & CIOLubrizol Corp. Patrick H.Saunierwww.lubrizol.com Wickliffe, Ohio VP of IS & Business ProcessesMansfield Oil Co. Doug Haughwww.mansfieldoil.com Gainsville, Ga. Exec.VP & CIOMarcus & Millichap Real Estate Services Inc. Rick Peltzwww.marcusmillichap.com Encino, Calif. Sr.VP & CIOMaritz Gil Hoffmanwww.maritz.com Fenton, Mo. Sr.VP & CIOMarriott International Inc. Carl Wilsonwww.marriott.com Bethesda, Md. Exec.VP & CIOMarsh Inc. Jim P.Leewww.mmc.com New York, N.Y. CIOMartin Marietta Materials Inc. Chuck Muscianowww.martinmarietta.com Raleigh, N.C. VP & CIOMayer Brown LLP Howard Nidenwww.mayerbrown.com Chicago, Ill. CIOMcAfee Inc. Mark Tonnesenwww.mcafee.com Santa Clara, Calif. Sr.VP & CIOMcCann Worldgroup Gregory M.Smithwww.mccann.com New York, N.Y. CIOMcCormick & Co.Inc. Jerry Wolfewww.mccormick.com Sparks, Md. VP of Supply Chain Strategy & CIOMcCoy Corp. Dennis Strongwww.mccoys.com San Marcos,Texas Sr.VP & CIOMcGraw-Hill Cos. Inc. Bruce Marcuswww.mcgraw-hill.com New York, N.Y. Exec.VP & CIOMcKesson Corp. Randall N.Sprattwww.mckesson.com San Francisco, Calif. Exec.VP, CTO & CIOMedline Industries Inc. Mike Pennywww.medline.com Mundelein, Ill. CIOMedtronic Inc. Michael Hedgeswww.medtronic.com Minneapolis, Minn. CIOMerck J.Chris Scaletwww.merck.com Whitehouse Station, N.J. Exec.VP Global Services & CIOMercury Insurance Group Allan Lubitzwww.mercuryinsurance.com Los Angeles, Calif. Sr.VP & CIOMicrosoft Corp. Tony Scottwww.microsoft.com Redmond,Wash. Corp.VP & CIOMirant Corp. Bob McClurewww.mirant.com Atlanta, Ga. VP & CIOMitsubishi Motors North America Inc. Keizo Fuchitawww.mitsubishicars.com Cypress, Calif. Sr. Exec.VP & CIOMohawk Industries Inc. Don Rileywww.mohawkind.com Calhoun, Ga. CIO & Sr.VP LogisticsMonsanto Co. Shirley Cunninghamwww.monsanto.com St. Louis, Mo. CIOMonster Worldwide Darko Dejanovicwww.monster.com New York, NY Exec.VP & Global CIO & Head of ProductMotor Coach Industries International Inc. Gina Papworthwww.mcicoach.com Schaumburg, Ill. Exec. Director of ITMovado Group Inc. Frank A.Morelliwww.movadogroup.com Paramus, N.J. Sr.VP Global Business Processes & CIONalco Co. Stewart McCutcheonwww.nalco.com Naperville, Ill. CIONational Government Services Inc. Tim Masheckwww.ngsmedicare.com Indianapolis, Ind. CIONational Oilwell Varco Distribution Services Noel Connollywww.nov.com Houston,Texas Sr.VP of Supply Chain ManagementNationwide Children’s Hospital Denise Zabawskiwww.nationwidechildrens.org Columbus, Ohio CIO & VP ISNationwide Mutual Insurance Co. Srinivas Koushikwww.nationwide.com Columbus, Ohio Sr.VP & CTONavy Federal Credit Union Jerry Hermeswww.navyfcu.org Vienna,Va. CIONCR Corp. William VanCurenwww.ncr.com Duluth, Ga. VP & CIONebraska Furniture Mart Inc. David C.Bashwww.nfm.com Omaha, Neb. Dir. of IT & CIO

NetApp Inc. Marina Levinsonwww.netapp.com Sunnyvale, Calif. Sr.VP & CIONetScout Systems Inc. Ken Boydwww.netscout.com Westford, Mass. Sr.VP Services & CIONewell Rubbermaid Inc. Gordon Steelewww.newellrubbermaid.com Atlanta, Ga. Sr.VP Program Management Office & CIONewmark Knight Frank Deepak Lakhaniwww.newmarkkf.com New York, N.Y. Dir. of Applications DevelopmentNewport Corp. Greg Reischleinwww.newport.com Irvine, Calif. CIOThe New York Times Co. Joseph Seibertwww.nytco.com New York, N.Y. Sr.VP & CIONorth Shore-Long Island Jewish Health System John Boscowww.northshorelij.com Great Neck, N.Y. VP & CIONorthern Trust Corp. Peter Magrini/Jim Scholefieldwww.northerntrust.com Chicago,Ill. Exec.VP,Tech.Apps./Sr.VP,Tech.Infra.& Ops.Northrop Grumman Corp. Bernard P.McVeywww.northropgrumman.com Los Angeles, Calif. VP & CIONorton Healthcare Inc. Joseph DeVenutowww.nortonhealthcare.com Louisville, Ky. VP of IS & CIONygard International Partnership Len Nicolaswww.nygard.com New York, N.Y. COOOccidental Petroleum Corp. Donald L.Moorewww.oxy.com Los Angeles, Calif. VP & CIOOdyssey HealthCare Inc. James Zoccoliwww.odsyhealth.com Dallas,Texas VP of ITOgilvy & Mather Worldwide Yuri Aguiarwww.ogilvy.com New York, N.Y. Sr. Partner & CTOOhioHealth Michael Krousewww.ohiohealth.com Columbus, Ohio System VP & CIOOld Dominion Freight Line Inc. Ken Erdnerwww.odfl.com Thomasville, N.C. VP of ITOneAmerica Financial Partners Inc. Gene Berrywww.oneamerica.com Indianapolis, Ind. VP of IT & CIOOrbital Sciences Corp. Ken Bellwww.orbital.com Dulles,Va. Sr.VP & CIOOwens & Minor Inc. Rick Mearswww.owens-minor.com Mechanicsville,Va. Sr.VP & CIOOwens Corning David Johnswww.owenscorning.com Toledo, Ohio Sr.VP, CIO, & Chief Shared Services OfficerPaccar Inc Kyle Quinnwww.paccar.com Bellevue,Wash. VP & CIOPacific Gas & Electric Co. Patricia Lawickiwww.pge.com San Francisco, Calif. Sr.VP & CIOPacific Northwest National Laboratory Jerry Johnsonwww.pnl.gov Richland,Wash. CIOParker Hannifin Corp. William G.Elinewww.parker.com Cleveland, Ohio VP & CIOParkland Health & Hospital System Jack Kowittwww.parklandhospital.com Dallas,Texas Sr.VP & CIOParsons Scott Carlwww.parsons.com Pasadena, Calif. CIOPartners HealthCare System Inc. Gary Gottleib,MDwww.partners.org Boston, Mass. President & CEOThe Pasha Group David Beckermanwww.pashagroup.com Corte Madera, Calif. VP of IT ServicesPaychex Inc. Michael Giojawww.paychex.com Rochester, N.Y. VP of Product Mgmt. & DevelopmentPC Connection Inc. John Polizziwww.pcconnection.com Merrimack, N.H. Sr.VP & CIOPegasus Solutions Inc. Mike Kistnerwww.pegs.com Dallas,Texas CEOPegasystems Inc. Craig Dyneswww.pega.com Cambridge, Mass. Sr.VP & CFOPennsylvania Real Estate Investment Trust Helane Steinwww.preit.com Philadelphia, Pa. Dir. of ITPenske Truck Leasing Co.LP William L.Stobbartwww.gopenske.com Reading, Pa. Sr.VP of ITPfizer Inc. Jeffrey Keislingwww.pfizer.com New York, N.Y. Sr.VP & CIOPharmaceutical Product Development Inc. Mike Wilkinsonwww.ppdi.com Wilmington, N.C. Exec.VP & CIOPHH Arval Kim Hearnwww.phharval.com Sparks, Md. VP & CIOPioneer Investment Management Peter Nollwww.pioneerinvestments.com Boston, Mass. Global CTOPitt Ohio Express LLC Scott Sullivanwww.pittohio.com Pittsburgh, Pa. CIO & CFOPLS Logistics Services Mark Ohlundwww.plslogistics.com Cranberry, Pa. VP,Technology StrategyPNC Financial Services Group Inc. Anuj Dhandawww.pnc.com Pittsburgh, Pa. Exec.VP & CIOPolycom Inc. Glenn Nogawww.polycom.com Pleasanton, Calif. CIOPoudre Valley Health System Russell Branzellwww.pvhs.org Fort Collins, Colo. VP & CIOPPG Industries Werner Baerwww.ppg.com Pittsburgh, Pa. VP of ITPRC LLC Sean Minterwww.prcnet.com Plantation, Fla. CIO & COOPreferred Care Partners Inc. Doug Cormanywww.mypreferredcare.com Miami, Fla. Sr.VP & CIOPremier Inc. Joseph M.Pleasant/Keith J.Figlioliwww.premierinc.com Charlotte, N.C. Sr.VP & CIO/Sr.VP of Healthcare InformaticsPremiere Global Services Inc. David M.Guthriewww.pgi.com Atlanta, Ga. CTOPresidio Networked Solutions Inc. Dave Hartwww.presidio.com Greenbelt, Md. Exec.VP & CTOPricewaterhouseCoopers LLP Stuart Fultonwww.pwc.com New York, N.Y. U.S. CIO

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Principal Financial Group Inc. Gary Scholtenwww.principal.com Des Moines, Iowa Sr.VP & CIOProcter & Gamble Co. Filippo Passeriniwww.pg.com Cincinnati, Ohio President, Global Business Services & CIOProcurestaff Technologies Robert Brookswww.procurestaff.com New York, N.Y. VP of TechnologyProduct Partners LLC Steven Winshelwww.beachbody.com Santa Monica, Calif. CIOThe Progressive Group of Insurance Cos. Raymond Voelkerwww.progressive.com Mayfield Village, Ohio CIOProgressive Medical Inc. Angelo Mazzoccowww.progressive-medical.com Westerville, Ohio CIOProQuest LLC Bipin Patelwww.proquest.com Ann Arbor, Mich. CIOProvena Health John Lynch/John Romeowww.provena.org Mokena, Ill. CIO/System Mgr., Networking ServicesPrudential Financial Inc. Barbara Kosterwww.prudential.com Newark, N.J. CIOPSC LLC Pamela Ruckerwww.pscnow.com Houston,Texas VP of ITPulte Group Inc. Jerry Battwww.pultegroup.com Bloomfield Hills, Mich. VP & CIOQuintiles Bill Deamwww.quintiles.com Durham, N.C. Exec.VP & CIO, Global IT R.L.Polk & Co. Kevin Vasconiwww.polk.com Southfield, Mich. Sr.VP & CIOR.R.Donnelley & Sons Co. Kenneth E.O’Brienwww.rrdonnelley.com Chicago, Ill. Exec.VP & CIORabobank N.A. Erwin Martinezwww.rabobankamerica.com El Centro, Calif. CIORackspace Hosting Inc. Steve Millswww.rackspace.com San Antonio,Texas CIORaven Industries Inc. Cal Fickbohmwww.ravenind.com Sioux Falls, S.D. Dir. of ITRaytheon Co. Rebecca R.Rhoadswww.raytheon.com Waltham, Mass. VP & CIORecreational Equipment Inc. Bill Baumannwww.rei.com Kent,Wash. VP of ITRed Hat Inc. Lee Congdonwww.redhat.com Raleigh, N.C. CIORedPrairie Corp. Greg Marrwww.redprairie.com Waukesha,Wis. VP, IT & Facility OperationsRegions Financial Corp. Cindy Rogerswww.regions.com Birmingham, Ala. Sr.Exec.VP,Operations & Technology DivisionRent-A-Center Inc. Tony Fullerwww.rentacenter.com Plano,Texas Sr.VP of IT & CIORepublic Services Inc. William G. Halnonwww.republicservices.com Phoenix, Ariz. Sr.VP & CIOResMed Michael Zillwww.resmed.com San Diego, Calif. CIORoche Diagnostics Corp. Kurt Seilerwww.roche-diagnostics.us Indianapolis, Ind. VP, North America InformaticsRoss Stores Inc. Michael K.Kobayashiwww.rossstores.com Pleasanton, Calif. Exec.VP Supply Chain, Allocation & CIORoyal Caribbean Cruises Ltd. Bill Martinwww.royalcaribbean.com Miami, Fla. VP & CIORyder System Inc. Kevin Bottwww.ryder.com Miami, Fla. Sr.VP & CIOSabre Holdings Corp. Barry Vandevierwww.sabre-holdings.com Southlake,Texas CIOSafe Auto Insurance Co. Jeffery L.Fieldswww.safeauto.com Columbus, Ohio Sr.VP & CIOSaia Inc. Mark Robinsonwww.saia.com Johns Creek, Ga. VP & CIOSaks Inc. Michael Rodgerswww.saksincorporated.com New York, N.Y. Exec.VP of Service Operations & CIOSalesforce.com Inc. Kirsten Wolbergwww.salesforce.com San Francisco, Calif. CIOSalvation Army U.S.A.Western Territory Clarence Whitewww.salvationarmy.usawest.org Long Beach,Calif. CIO & IT SecretarySanford Health Arlyn Broekhuiswww.sanfordhealth.org Sioux Falls, S.D. VP & CIOSanofi-aventis U.S.LLC Ruth Thorpe/Dina Di Mariawww.sanofi-aventis.us Bridgewater, N.J. VP & CIO/AVP ISSAS Suzanne Gordonwww.sas.com Cary, N.C. VP of IT & CIOSavvis Inc. Bryan Doerrwww.savvis.net St. Louis, Mo. CTOSchneider National Inc. Judith Lemkewww.schneider.com Green Bay,Wis. Exec.VP & CIOSchuff International Inc. Ron Huisingawww.schuff.com Phoenix, Ariz. CIOScottrade Inc. Ian Pattersonwww.scottrade.com St. Louis, Mo. CIOSealed Air Corp. Warren Kudmanwww.sealedair.com Elmwood Park, N.J. VP & CIOSecurian Financial Group Inc. Jean Delaney Nelsonwww.securian.com St. Paul, Minn. Sr.VP & CIOSharp HealthCare William Spoonerwww.sharp.com San Diego, Calif. Sr.VP & CIOShaw Industries Group Inc. Roddy McKaigwww.shawfloors.com Dalton, Ga. VP & CIOThe Sherwin-Williams Co. Thomas Lucaswww.sherwin.com Cleveland, Ohio CIOSiemens Healthcare John Glaserwww.medical.siemens.com/us Malvern, Pa. CEOSirva Inc. Erik Kellerwww.sirva.com Westmont, Ill. CIOSolutia Inc. Rahul Goturiwww.solutia.com St. Louis, Mo. VP & CIO

Sony Electronics Inc. Drew Martinwww.sony.com San Diego, Calif. Sr.VP & CIOSouth Shore Hospital Inc. E.Delroy Dixon IIwww.southshorehospital.org South Weymouth,Mass. VP & CIOSouthern California Edison Mahvash Yazdiwww.sce.com Rosemead, Calif. Sr.VP Business Integration & CIOSouthern Co. Becky Blalockwww.southerncompany.com Atlanta, Ga. Sr.VP & CIOSouthern Union Co. Steve Hottewww.sug.com Houston,Texas Sr.VP of ITSouthwire Co. Sheryl Fiksewww.southwire.com Carrollton, Ga. Sr.VP & CIO of ITSparrow Health System Thomas Breswww.sparrow.org Lansing, Mich. VP & CIOSplit Cooperative LLC Greg Smithwww.splitcoop.com New York, N.Y. Exec.VP & CIOSprint Nextel Corp. Peter Campbellwww.sprint.com Overland Park, Kan. Sr.VP of ITSPX Corp. Kevin Eamighwww.spx.com Charlotte, N.C. CIOThe Standard Register Co. Joanne Cumminswww.standardregister.com Dayton, Ohio CIOStaples Inc. Brian Lightwww.staples.com Framingham, Mass. Exec.VP & CIOStarz Entertainment LLC Ray Miliuswww.starz.com Englewood, Colo. Sr.VP of Programming Operations & ITState Street Corp. Christopher Perrettawww.statestreet.com Boston, Mass. Exec.VP & CIOStein Mart Inc. Andrew Blackwww.steinmart.com Jacksonville, Fla. CIO & VP of ITSteris Corp. Mario Shahidianwww.steris.com Mentor, Ohio VP & CIOStewart Information Services Corp. Murshid Khanwww.stewart.com Houston,Texas Sr.VP & CIOSunGard Availability Services LP Donald H.Hopkinswww.sungardas.com Wayne, Pa. VP & CIOSunGard Higher Education Inc. Darren Wesemannwww.sungardhe.com Malvern, Pa. CTO & Chief Product OfficerSutherland Global Services Inc. Deepak Bathejawww.sutherlandglobal.com Pittsford, N.Y. CTOSwinerton Inc. Charlene Atkinsonwww.swinerton.com San Francisco, Calif. Dir. of Information Management & VPSybase Inc. Jim Swartzwww.sybase.com Dublin, Calif. VP & CIOSynopsys Inc. Debra Martucciwww.synopsys.com Mountain View, Calif. CIO & VP of ITSynovus Financial Corp. Lee Lee Jameswww.synovus.com Columbus, Ga. Vice-Chairman, CIO & Chief People OfficerTaco Bell Corp. Douglas Wineswww.tacobell.com Irvine, Calif. Director, IT ServicesTech Data Corp. John Tonnisonwww.techdata.com Clearwater, Fla. Exec.VP & CIOTECO Energy Inc. Karen M.Minceywww.tecoenergy.com Tampa, Fla. VP of IT & CIOTenet Healthcare Corp. Stephen F.Brownwww.tenethealth.com Dallas,Texas Exec.VP & CIOTeradata Corp. Diana Boldenwww.teradata.com Miamisburg, Ohio CIOTerremark Worldwide Inc. Leoncio Casusolwww.terremark.com Miami, Fla. Sr.VP of Planning & ISTessco Technologies Inc. Doug Reinwww.tessco.com Hunt Valley, Md. Sr.VP, Performance Systems & Operations Teva Pharmaceuticals U.S.A.Inc. Jimmy Z.Wangwww.tevausa.com North Wales, Pa. VP & CIOTexas Health Resources Inc. Edward Marxwww.texashealth.org Arlington,Texas Sr.VP & CIOThermo Fisher Scientific Inc. Ina Kamenzwww.thermofisher.com Waltham, Mass. VP & CIOTIAA-CREF Marvin Adamswww.tiaa-cref.org New York, N.Y. Exec.VP,Technology and OperationsT-Mobile USA Inc. Cole Brodmanwww.t-mobile.com Bellevue,Wash. Chief Technology & Innovation OfficerTower Automotive LLC Orrie Joneswww.towerautomotive.com Livonia, Mich. VP & CIOTransatlantic Holdings Inc. George Di Martinowww.transre.com New York, N.Y. Sr.VP & CIOTransitions Optical Inc. Maria Zabetakiswww.transitions.com Pinellas Park, Fla. Americas IT DirectorTransplace Vincent Biddlecombewww.transplace.com Dallas,Texas CTOTransUnion LLC Ian Drury/Paul Fritzwww.transunion.com Chicago, Ill. CIO U.S.Info.Svcs./Exec.VP U.S.Tech.Ops.Travelport Ltd. Sue Powerswww.travelport.com Parsippany, N.J. CEO IT Services & SoftwareThe TriZetto Group Inc. Alan Cullopwww.trizetto.com Newport Beach, Calif. Sr.VP & CIOT-Systems David Andrewswww.t-systemsus.com Phoenix, Ariz. VP of ICT OperationsTTX Co. Bruce G.Schinelliwww.ttx.com Chicago, Ill. CIO & VP of ITTuthill Corp. Chad Gabrielwww.tuthill.com Burr Ridge, Ill. Director, Applications DevelopmentTXU Energy Retail Co.LLC Kevin Chasewww.txu.com Dallas,Texas CIOTyson Foods Inc. Gary D.Cooperwww.tyson.com Springdale, Ark. Sr.VP & CIOUMC Health System Bill Eubankswww.umchealthsystem.com Lubbock,Texas Sr.VP & CIOUnifi Inc. Mark Siddenwww.unifi.com Greensboro, N.C. CIO

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UniGroup Inc. Randall C.Poppellwww.unigroupinc.com Fenton, Mo. Sr.VP of Strategic Planning & CIO United Stationers Supply Co. S.David Bentwww.unitedstationers.com Deerfield, Ill. Sr.VP of eBusiness Services & Corp. CIO University of Arkansas for Medical Sciences Rhonda Jordenwww.uams.edu Little Rock, Ark. Interim CIOUniversity of Pennsylvania Health System Michael Restucciawww.pennmedicine.org Philadelphia, Pa. VP & CIOUniversity of Pittsburgh Medical Center (UPMC) Daniel S.Drawbaughwww.upmc.com Pittsburgh, Pa. Sr.VP & CIOUniversity of Wisconsin Hospitals and Clinics Michael J.Saukwww.uwhealth.org Madison,Wis. VP & CIOUnum Group Kathy Owenwww.unum.com Chattanooga,Tenn. Sr.VP & CIOUPS Inc. David Barneswww.ups.com Atlanta, Ga. Sr.VP & CIOUSAA Greg Schwartzwww.usaa.com San Antonio,Texas Sr.VP of IT & CIOUSANA Health Sciences Roy Truettwww.usana.com Salt Lake City, Utah CIOUST Global Inc. Robert Dutilewww.ust-global.com Aliso Viejo, Calif. CIOValassis Communications Inc. Steve Carringtonwww.valassis.com Livonia, Mich. VP & CIOValmont Industries Inc. Steve Branscombewww.valmont.com Omaha, Neb. VP of ITThe Vanguard Group Inc. Paul Hellerwww.vanguard.com Malvern, Pa. Managing Dir. & CIOVerizon Communications Inc. Shaygan Kheradpirwww.verizon.com New York, N.Y. Exec.VP & CIOVerizon Wireless Ajay Waghraywww.verizonwireless.com Basking Ridge, N.J. VP of IS & CIOVeyance Technologies Inc. Nathaniel Leonardwww.veyance.com Fairlawn, Ohio VP & GM of IT, Logistics, Procure. & SeawingVF Corp. Martin Schneiderwww.vfc.com Greensboro, N.C. VP & CIOVision-Ease Lens Flo Kinzelwww.vision-ease.com Ramsey, Minn. CIOVMware Inc. Mark Eganwww.vmware.com Palo Alto, Calif. CIOVWR International LLC Charles R.Patelwww.vwr.com West Chester, Pa. Sr.VP & CIOWalgreen Co. Tim Theriaultwww.walgreens.com Deerfield, Ill. CIO

Wal-Mart Stores Inc. Rollin Fordwww.walmart.com Bentonville, Ark. Exec.VP & CIOWaste Management Inc. Puneet Bhasinwww.wm.com Houston,Texas Sr.VP & CIOWebcor Builders LP Gregg Daviswww.webcor.com San Mateo, Calif. Sr.VP & CIOWebsense Inc. John McCormackwww.websense.com San Diego, Calif. PresidentWellPoint Inc. Lori Beerwww.wellpoint.com Indianapolis, Ind. Exec.VP & CIOWells Fargo & Co. Avid Modjtabaiwww.wellsfargo.com San Francisco, Calif. Exec.VP,Technology and OperationsWerner Enterprises Inc. Anthony M.DeCantiwww.werner.com Omaha, Neb. VP of Analysis & Information SystemsWest Bend Mutual Insurance Co. Tracey Bergwww.thesilverlining.com West Bend,Wis. IT Business Applications & CIOWest Interactive Corp. Greg Bishopwww.westinteractive.com Omaha, Neb. Sr.VP of Business SolutionsWestern Corporate Federal Credit Union (WesCorp) Gene Bergerwww.wescorp.org San Dimas, Calif. VP of ITWet Seal Inc. Jon Kubowww.wetsealinc.com Foothill Ranch, Calif. VP & CIOWheels Inc. Steven Looswww.wheels.com Des Plaines, Ill. VP of IT & CIOWhirlpool Corp. Kevin Summerswww.whirlpoolcorp.com Benton Harbor, Mich. Corp.VP & Global CIOWinWholesale Inc. Steve Hangenwww.winwholesale.com Dayton, Ohio CIOWipro Technologies Laxman K.Badigawww.wipro.com Mountain View, Calif. CIOWuesthoff Health System Inc. David L.Barnhartwww.wuesthoff.org Rockledge, Fla. CIOW.W.Grainger Inc. Timothy M.Ferrarellwww.grainger.com Lake Forest, Ill. Sr.VP & CIOXcel Energy Inc. David C.Harknesswww.xcelenergy.com Minneapolis, Minn. VP, Business Systems & CIOXerox Corp. John McDermottwww.xerox.com Norwalk, Conn. Corp.VP & CIOXO Communications Robert Gellerwww.xo.com Herndon,Va. CIOYRC Worldwide Inc. Michael Naatzwww.yrcw.com Overland Park, Kan. Pres., Cust. Care Div. & Chief Cust. OfficerZSL Inc. Shivakumar Kandaswamywww.zslinc.com Edison, N.J. Exec.VP of IT & R&D

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Government InnovatorsGovernment agencies get criticized regularly for their all-too-common IT security lapses, gross inefficiencies, andbillion-dollar boondoggles. Yet the public sector also can be surprisingly innovative in its technology initiatives,with projects that lay the groundwork for new services, improved computer and national security, and moreeffective government.

The U.S. Postal Service’s Intelligent Mailservice, for example, represents a new erafor the 230-year-old mail system, whichstill delivers letters and packages by mulein rural Arizona. Introduced last year andbased on a more complex bar code thatmakes it possible to track individualpieces of mail, Intelligent Mail is moreefficient while giving mega users such asbanks and retailers better visibility intotheir direct mail efforts.

Intelligent Mail is one of 15 projects—10 FBI’s new Next Generation Workstations enable ad hoc collaboration[



by federal agencies, five by state and local governments—selected by the editors of InformationWeekGovernment for recognition in our 2010 Government IT Innovators contest. The winners range from alightweight technology developed by the Air Force for more secure Web browsing to the FederalAviation Administration’s Automatic Dependent Surveillance-Broadcast system, a foundational technol-ogy for the agency’s “NextGen” air traffic control system. Four of our chosen projects are healthcare-related, a reflection of the central role that healthcare IT now occupies at all levels of government.

Federal Bureau of InvestigationSpecial agents and other FBI employees are better equipped to collaborate and track down fugitivesas the result of two agency-wide IT upgrades that deliver much-improved desktop capabilities andnetwork access.

The agency first overhauled its network infrastructure, replacing ATM/frame relay gear with IP/Multiprotocol Label Switching. Its new Next Generation Network increases bandwidth and reduceslatency in 800 locations. As that project wound down, the FBI began replacing outdated PCs withsleek new systems featuring 24-inch monitors, integrated IP phones, and collaboration tools such aspresence awareness, instant messaging, and videoconferencing. FBI personnel can now quickly estab-lish multiparty videoconferences for unscheduled meetings and information sharing.

Centers for Medicare and Medicaid ServicesThe Centers for Medicare and Medicaid Services’ CMS Dashboard is a first step in making timely datafrom the nation’s largest health insurance program more widely available to the public, policy makers,and healthcare providers. After six months of internal testing, CMS Dashboard was launched as a betasite in April. In its first iteration, the site lets users track Medicare spending on inpatient hospital serv-ices by state, by the top 25 diagnosis-related groups, and by the top 10 hospitals in each state. Anexample of the federal “open government” initiative, CMS Dashboard uses business intelligence tech-nology to make data available in bar and bubble charts, time-series graphs, and grid tables. Plans callfor data sets from other CMS programs to be added to CMS Dashboard.

U.S. Air ForceA team at the Air Force Research Laboratory at Wright-Patterson Air Force Base in Ohio has devel-oped a simple software program, called Lightweight Portable Security, that enables secure computingin a variety of common scenarios. LPS is available in a free, public version, and in a version intendedfor government use called LPS-Remote Access. The latter employs a minimized Linux operating sys-tem that connects to a hard-coded IP address, establishing a VPN to a remote computer.





LPS-Remote Access was created in mid-2009 in response to the H1N1 pandemic threat. The H1N1threat never materialized to the extent feared, but the software has proved to have a range of potentialuses, such as telecommuting during weather-related office closings. It has been approved for emer-gency telecommuting by the Department of Defense.

General Services AdministrationAgencies across the federal government are taking their first steps into cloud computing, often withhelp from the General Services Administration. From the time that the Federal Cloud ComputingInitiative was launched in September 2009, GSA has played a central role in Uncle Sam’s move to thecloud. GSA CIO Casey Coleman is chairman of the CIO Council’s influential Cloud ComputingExecutive Steering Committee, while Katie Lewin is cloud computing program manager at GSA.

A cornerstone of GSA’s cloud computing program is the Apps.gov portal, where government employ-ees can subscribe to pre-approved productivity and business apps offered as a service. The pendingintroduction of infrastructure as a service on Apps.gov—including storage, servers, and Web host-ing—will make it possible for government agencies to sign up for on-demand, virtualized ITresources with the same ease that businesses now tap into Amazon’s Elastic Compute Cloud. Thatshould make federal IT operations more flexible and adaptable.

Department of TransportationGiven its authority over highways and railways, it seems appropriate that the Department ofTransportation is charting a course into open government. The department’s Regulation Room initia-tive, done in conjunction with the Cornell e-Rulemaking Initiative, employs social networking toencourage public input into DOT policy-making, and the department hosted an open governmentworkshop in January that drew attendees from three dozen agencies. DOT’s efforts have received athumbs-up in all 10 categories of the White House’s open government dashboard. In August, theagency was recognized by federal CTO Aneesh Chopra for its Regulation Room, as well as for the“leadership, governance, and culture change” embodied in its approach.

Federal Aviation AdministrationA linchpin in the FAA’s long-term plan to upgrade the nation’s air traffic control system is AutomaticDependent Surveillance-Broadcast, or ADS-B, which provides data of unprecedented precision andtimeliness on the whereabouts of aircraft in the air and on the ground. Plans call for the ADS-B sys-tem to replace the 60-year-old, radar-based traffic control system nationwide by 2013. ADS-B is being





deployed in a growing number of areas, including Juneau,Alaska; Louisville, Ky.; and Philadelphia. Because itemploys GPS, ADS-B extends capabilities to new areas ofcoverage. ADS-B ground stations were deployed on oil rigsin the Gulf of Mexico and, in November 2009, service wasturned on, making helicopters and other aircraft over theGulf visible to air traffic controllers for the first time. Thesystem makes for improved “situational awareness” in thecockpit, too, because pilots receive real-time data on air-craft that are in close proximity to their own planes.

Recovery Accountability and Transparency BoardWhile other federal agencies tiptoe into cloud computing,the Recovery Accountability and Transparency Boardjumped in with both feet. In April, the board transitionedits public-facing Web site, Recovery.gov, from on-premisesIT infrastructure to Amazon.com’s Elastic Compute Cloud,making it one of the first government agencies to place such a big bet on a commercial cloud service.Orchestrated by the board’s IT contractor, Smartronix, the move will lead to an estimated $750,000 insavings over 18 months, while freeing up hardware and software for other uses. The board figures thatits site is actually more secure than before, because it now has two layers of security—its own, plusthat provided by Amazon.

U.S. Postal Service The Postal Service’s “Full Service” Intelligent Mail, introduced in May 2009, is still in the early going,but adoption is growing so quickly that it’s fast becoming a major source of revenue. USPS estimatesthe service will be adopted by 50,000 customers and generate $25 billion in annual revenue.

Full Service is enabled by a more sophisticated bar code and upgrades toUSPS’s automated mail-distribution technology. The service is architected forscale, capable of handling a half-billion pieces of mail and 1 billion scantransactions daily. Full Service Intelligent Mail is oriented toward businessesthat are heavy-duty mailers, giving them the ability to track individual piecesof mail and better insight into undelivered mail, which amounts to a stagger-ing $2 billion annual cost.





Centers for Disease ControlIn the face of fast-spreading health hazards—H1N1, salmonella, seasonal flu—the timely distributionof preventive and other information is critical. With that in mind, the Centers for Disease Control andPrevention developed an API that hastens the sharing of its information with other health organiza-tions, including public health departments and educational institutions. The CDC’s Content API pipeshealth and safety information directly to Web sites such as Flu.gov, FDA.gov, and FoodSafety.gov.

In one example of how that API works, more than 100 pages of H1N1-related content were sharedwith Flu.gov. This type of syndicated information sharing, while good business practice during thebest of times, becomes critically important during public health emergencies.

Health and Human ServicesThe Office of the National Coordinator for Health IT is advancing the adoption of electronic medicalrecords through its work on the Nationwide Health Information Network. A key development is theNHIN Direct Project, launched in March to expand the number of ways that data can be simply andsecurely exchanged at a more local level, such as when a doctor is making a referral to a specialist.The project involves identifying standards, service definitions, and implementation guides in supportof this important initiative.

Write to John Foley at [email protected]



State And Local Government

Washington, D.CTrackDC is a leading example of how municipal governments are making data available to citi-zens in new, user-friendly ways. The District of Columbia describes TrackDC as a “real-timedashboard.” An ASP.NET application, TrackDC pulls information—performance plans and met-rics, budget and customer service data, agency documents—from various sources into a Webinterface, and makes data available in machine-readable and other formats.

The initiative’s goals include increasing accountability and public trust by providing better



access to government data. There’s also an internal version for city officials that has reduced thelabor associated with developing reports and given city managers a window into operationaleffectiveness.

Douglas County Sheriff’s OfficeData overload prompted the Douglas County Sheriff’s Office to develop an application that com-bines geodata from various systems into an interactive map using Google Earth and the county’sgeographic information system from ESRI. The application, called i-Map (short for IncidentMap), gives county employees access to 50 layers of mapped information, including roads, lakesand rivers, parks, government facilities, and police routes. I-Map integrates with computer-aideddispatch, letting emergency personnel view call locations and the whereabouts of emergency andpolice vehicles and snowplows, as well as the homes of sex offenders or people with specialneeds. It also links to data feeds coming from school and government buildings.

The system has been used to create an evacuation plan in the event of a major forest fire and toplan security around school events. It took three IT staffers four months to develop i-Map. Thecounty pegs its annual savings at $750,000, based on the cost to acquire the same capabilitieson a commercial platform.

Wisconsin Division of Vocational RehabilitationThe Wisconsin Division of Vocational Rehabilitation recentlydeployed videoconferencing systems to 12 of its offices. That alonewouldn’t warrant special attention, but the division’s clientele—peo-ple with hearing impairments and other disabilities—made theproject more challenging than most. The agency’s system supportsremote closed captioning of videoconferences, eliminating the needfor on-site sign language interpretation, and includes headsets thatamplify sound for both staff and customers who need it.

The state plans to use the system in other ways. For example, it willconnect clients with staffers who have expertise in a particulararea—say, veterans claims—but who are located in another office.The state also plans to hold unemployment claim hearings andadvisory board meetings over video, and it will potentially letclients who can’t get into an office use PC-based videoconferencingto meet with staff.



[ Videoconferences get closed captions



Orange County Health Care AgencyThe Orange County Health Care Agency has designed and deployed an electronic health recordsystem for people enrolled in the Medical Services Initiative, a healthcare program for about45,000 of the county’s indigent adults. The system links pharmacies, lab and diagnostic cen-ters, hospital emergency rooms, community clinics, and primary care physicians.

The project required development of a Web-based health record system, MSI Connect, to cap-ture data such as emergency room admissions and discharges, diagnosis and procedure codes,prescriptions, and specialty referrals. Since deploying the system last year, the county has stud-ied its effects and has found improved quality of care for patients. The ability to refer patientselectronically from the emergency department to their primary care physicians led to a 52%decrease in the likelihood of a related return visit to the ER, resulting in estimated annual sav-ings of $636,000.

California eServices OfficeThe challenge of serving California’s citizens has been made difficult by the tough economy,combined with the state’s own budget woes. People come to the state’s primary Web site,CA.gov, “because they need to, because they have to,” according to California’s eServices Office.The eServices Office, which develops Web sites and Web applications for state agencies, isbehind several e-government initiatives that have elevated state services at little or no addition-al cost to state taxpayers.

For example, when furloughs created long lines at Department of Motor Vehicles offices, eServicesturned to Twitter to answer questions. Elsewhere, a widget was created for the state’s EmploymentDevelopment Department that combines the department’s news, Twitter, and YouTube services forthe public. Within two months, the widget had received 2 million impressions.

California’s eServices Office also worked with six other state organizations to develop andlaunch a Web site, at business.ca.gov, in support of the Office of Economic Development, afterthat office was created through the consolidation of other departments. As the eServices Officehas demonstrated, it’s necessary to do more with less when less is all you’ve got.

—Write to J. Nicholas Hoover at [email protected]



New Regs Require Revised Tech PrioritiesIt’s been a wild ride for financial services firms in the wake of the Wall Streetmeltdown. New regulations and overseers, rigorous stress testing, and strin-gent capital adequacy requirements have led banks to re-examine their oper-ating practices, business models, and customer offerings—and all that addsup to challenges for financial-sector CIOs.

One priority: Enable firms to adjust their business models and operations in response to therecently enacted Dodd-Frank Wall Street Reform and Consumer Protection Act. “Banks have gotto figure out a different way to make money than fee income,” says Jim Eckenrode, research exec-utive for banking at TowerGroup, a financial service research and advisory firm. “You have towork a lot harder, while giving the customer confidence that your processes are consistent, fair,and easily understood.”

As an industry driven by data, financial CIOs enjoy the biggest IT budgets in the InformationWeek500. They reported an average IT budget of$448 million compared with an all-industryaverage of $243 million, and the financialIT budget represents 8.2% of company rev-enue compared with 2.9% across all indus-tries. With these big budgets, financial serv-ices firms engage in higher levels of out-sourcing than companies in other indus-tries. Fully 70% of the industry’s CIOsreport doing offshore IT outsourcing vs.58% for all industries, while 46% sendbusiness processes offshore vs. 32%.

IT spending in financial services has astronger customer focus than the surveytotal: 53% of CIOs plan to introduce newIT-led products and services vs. 40% for allindustries, and 45% are building improvedWeb operations and customer experiencesvs. 34% for all industries.

—Ivan Schneider and Chris Murphy ([email protected])





The following stories examine trends in eight industries in the InformationWeek500. Find information on all 21 sectors atinformationweek.com/500/10/industries

Introduce new IT-led products or services

Improve Web operations and customer experience


Lower IT or business costs

Get better business intelligence to more employees, faster




Create a new business model or revenue stream


Improve interaction with partners and suppliers0 20 40 60 80 100

Tech Innovation Inside Banking & Financial ServicesA snapshot of how banking and financial

services companies are innovating

53%

45%

39%

34%

32%

24%

24%

24%

18%

5%

3%

8.2%

32%

55 Banking & Financial Services Companies

RankThe Vanguard Group Inc.

Knight Capital Group Inc.

IntercontinentalExchange Inc.

First Horizon National Corp.

Equifax Inc.

1

14

16

20

29

Data: InformationWeek 500 survey of 38 banking and financial services companies

of annual revenue spent on IT, on average

of companies expect 2010 IT spending to exceed 2009

of companies’ CIOsare responsible for innovation


[ INDUSTRIES | Banking & Financial Services ]





Tech-Intensive Industry Focuses On TelecomWith average revenue of $2.4 billion, consulting and business services is among the smallest industriessurveyed in the InformationWeek 500. Yet it’s relatively technology-intensive, with average IT budgetsrunning 3.7% of revenue, the same rate as biotech and pharmaceuticals and well above the 2.9% averagefor all InformationWeek 500 industries.

IT spending in 2010 is expected to increase for just over half of the companies surveyed; only 17% foresee adecline in spending. This is a welcome reversal from the downturn of the past two years. “If you go back 12to 24 months, there was a significant halt to any new capital expenditures,” says Steve Martin, a partner atPace Harmon, an advisory and management consulting firm that specializes in helping companies manageoutsourcing relationships. “This year, companies are starting to recognize that they have to catch up and rein-vest in infrastructure and applications.”

Online job site Monster.com has rebuilt its infrastructure in the last three years, opening two new data cen-ters, says global CIO Darko Dejanovic. Monster also has launched new products recently including 6Sense,a semantic search technology that ranks andscores job candidates. It’s technology no oneelse has, Dejanovic says. “We look for prod-ucts that set us apart from the competition. Ithink this clearly does that,” he adds.

Telecommunications will be a strategic priorityfor many companies. This decade will seeresurgent spending in IP telephony, Martinsays, partially because these companies need toreplace legacy telecom equipment. There aren’tmany old PDXs out there with useful lives pastfour to five years, he says. Another driver forIP telephony is the need to support employeemobility. There’s increased investment in tele-working among consulting and business serv-ice providers. “It’s not just taking your PChome,” Martin says. “It’s setting up an environ-ment in your home, or wherever you want towork, that effectively emulates an office envi-ronment.”

—Ivan Schneider and Marianne KolbasukMcGee ([email protected])












Tech Innovation Inside Consulting & Business ServicesA snapshot of how consulting and business

services companies are innovating

50%

45%

33%

32%

27%

26%

23%

23%

21%

12%

8%

3.7%

32%

55 Consulting & Business Services Companies

RankMonster Worldwide

ProQuest LLC

Acxiom Corp.

iQor Inc.

Dunham & Smith Agencies

10

17

18

27

30

Data: InformationWeek 500 survey of 66 consulting and business services companies



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[ INDUSTRIES | Consulting & Business Services ]




Industry Aims To Squeeze Out More EfficienciesOil and gas companies operate from the ocean floor to the mountaintop, while U.S.-based utilities reachvirtually every household from coast to coast. The sector’s IT needs are equally expansive. But there’s onecommon thread: Falling oil and gas prices the past two years have made it imperative that companies inthis industry find operational efficiencies.

They were “going flat out” when oil prices were $125 to $140 per barrel in 2008, says Curt Mortenson, aprincipal at Deloitte Consulting. “When everyone’s making that kind of money ... cost is less of a consid-eration.” Now, with oil hovering around $75 per barrel and natural gas prices down 60% from two yearsago, companies are focusing on process efficiency and maximizing margins.

Business process innovation was cited as a focus of 75% of the industry’s CIOs. An example would bedeploying monitoring equipment to oil rigs to track the maintenance levels of components, to maximize riguptime. “It’s about replacing particular items based on wear indicators versus ‘hot-shotting’ materials out tothese rigs when they go down,” Mortensonsays. Location data matters for those type ofuses, as well as for logistics that are a key partof the business; 58% of the sector’s CIOs areadopting GPS-enabled or location-aware Webapps, compared with 25% for all industries.

Doug Haugh, executive VP and CIO ofMansfield Oil, sees the combination ofmobile data collection and widespreadmachine-to-machine connectivity as the nextbig force in the industry. “We’re seeing everypiece of physical hardware across the supplychain become intelligently connected to thenetwork,” Haugh says.

Energy companies were focused on businessprocess improvement before the BP spill, butthe disaster will no doubt affect the demandson IT. “It’s going to have an impact on howwe drill, what redundancies are going to berequired, and what data we need to capture,”Mortenson says.

—Ivan Schneider and Lorna Garey










Move organization toward an eco-friendlyIT environment


Tech Innovation Inside Energy & UtilitiesA snapshot of how energy and utilities

companies are innovating

75%

50%

38%

29%

29%

25%

21%

13%

8%

8%

4%

.8%

29%

55 Energy & Utilities Companies

RankMansfield Oil Co.

Exelon Corp.

Atmos Energy Corp.

Southern Co.

Pacific Gas & Electric Co.

24

25

68

69

80

Data: InformationWeek 500 survey of 24 energy and utilities companies



0 20 40 60 80 100


0 20 40 60 80 100

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[ INDUSTRIES | Energy & Utilities ]






Money Talks, Healthcare Providers ListenFor years, the federal government has been prodding hospitals and doctors to use e-health recordsystems and other IT to improve efficiency, cut costs, and boost quality of care and patient safety.But money talks and the healthcare sector is finally responding.

The federal government’s HITECH program is providing more than $20 billion in monetary incen-tives to healthcare providers that meaningfully use digital records, and that’s undoubtedly a signifi-cant factor in the IT spending plans of these companies. Three-quarters of healthcare companiesexpect to spend more on IT this year compared with last. That’s significantly ahead of theInformationWeek 500 overall, where 57% of companies expect 2010 spending to exceed 2009.

Average revenue for InformationWeek 500 healthcare companies is $3.18 billion, and they expect tospend 3.5% of that on IT this year, up from 2.9% in 2009. That’s also significantly higher than the 2.9%of revenue that InformationWeek 500 com-panies overall expect to spend. The health-care spending level is similar to the spend-ing plans of two industries that have closeties to healthcare: biotechnology and phar-maceuticals (3.7% of revenue is expected tobe spent on IT), and insurance (3.3%).

The top three technologies thatInformationWeek 500 healthcare compa-nies say boosted productivity most in thelast 12 months were business intelligencetools (58%), collaboration software (50%),and videoconferencing (39%). The percent-age of healthcare companies rating BI andcollaboration tools’ contributions to pro-ductivity high is similar toInformationWeek 500 companies overall.Videoconferencing ranked significantlyhigher among healthcare companies thanmost others, driven by telehealth initiatives.

—Marianne Kolbasuk McGee












Tech Innovation Inside Healthcare & MedicalA snapshot of how healthcare and medical


55%

50%

50%

37%

32%

26%

19%

13%

10%

5%

0%

.5%

23%

55 Healthcare & Medical Companies

RankUniversity of Pittsburgh Medical Center (UPMC)

Healthways Inc.

Cincinnati Children' s Hospital Med. Center

Sparrow Health System

Concentra Inc.

5

8

13

22

33

Data: InformationWeek 500 survey of 62 healthcare and medical companies

3 of annual revenue spent on IT, on average


0 20 40 60 80 100

0 20 40 60 80 100

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[ INDUSTRIES | Healthcare & Medical ]





Stressed Insurers Go Beyond Quick-Fix CutsThis is the sixth year of a soft insurance market during which premiums have declined an average of about9% per year, according to TowerGroup, a research firm focused on financial services.

In the course of this prolonged decline in premiums, the industry has realized it has to do more than quick-fix cost-cutting and do some long-term restructuring. In the past, insurance companies in a slowdown wouldjust “fire a whole bunch of people,” says Karen Pauli, research director in TowerGroup’s insurance practice.

Instead, smart CIOs continue to spend on IT-based process efficiency projects that reduce paperwork,increase standardization, and automate decision-making, Pauli says. These can be expensive, multiyear com-mitments. But insurers have had the benefit of relatively light catastrophe seasons—hurricanes and otherstorms—the past three to four years, so the smart ones have used this period to fund long-term productivi-ty-enhancing projects.

Evidence of this can be found in the InformationWeek 500. Only 10% of insurers expect to cut their IT budg-ets this year, compared with 20% for allindustries; 62% of insurers have higher ITbudgets than last year, compared with 57%for all industries.

At insurer USAA, the push for better produc-tivity and better service came together with itsnew Deposit@Mobile service, an app that letspeople deposit a check by taking a picture ofit with an iPhone or Android-based smart-phone. (BlackBerry is in the works.)

USAA is an insurer and a bank, but it has nobranches and primarily serves military per-sonnel. It first let customers deposit checksusing home scanners; the smartphone appgrew from that. CIO Greg Schwartz saysDeposit@Mobile delivers cost savings becauseit cuts the amount of mail that USAA han-dles. Just as important, the app “has clearlybroken down barriers for members who werereluctant to do branchless banking,” he says.

—Ivan Schneider and Anthony O’Donnell([email protected])












Tech Innovation Inside InsuranceA snapshot of how insurance companies

are innovating

56%

44%

36%

33%

31%

28%

26%

21%

15%

5%

3%

.3%

28%

55 InsuranceCompanies

RankUSAA

Harleysville Group Inc.

Stewart Information Services Corp.

Acuity, A Mutual Insurance Co.

Aetna Inc.

7

21

34

37

50

Data: InformationWeek 500 survey of 39 insurance companies



0 20 40 60 80 100


0 20 40 60 80 100

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[ INDUSTRIES | Insurance ]





Out Front With Web TechnologiesAmong the InformationWeek 500, companies in the IT sector lead the way in their use of Web technolo-gies. Software as a service is used by 94% of them, compared with 75% across all industries. Some 88%of InformationWeek 500 companies are using wikis, blogs, and social networking for external collabora-tion, compared with 72% for the entire population. The trend continues for cloud computing (66% vs.50%), hosted collaborative apps (62% vs. 55%), mashups (60% vs. 48%), and platform as a service (46%vs. 17%).

“Tech firms look to use themselves as case studies on how to help their customers move forward,” saysZeus Kerravala, distinguished research fellow at the Yankee Group. “If they’re not going to lead the indus-try, who will?”

Hewlett-Packard spent three years and about $1.7 billion overhauling its internal IT operations. The cen-terpiece of that effort was the consolidationof more than 85 internal data centers of5,000 square feet or more, plus another 400smaller facilities, to six energy-efficient datacenters.

The transformation not only gave HP “avery high-performance, reliable, and avail-able platform,” says executive VP and CIORandy Mott, but it also cut IT costs and letHP’s IT organization deliver innovationfaster. And, of course, it positioned thecompany “to highlight the HP portfolio ofproducts to our customers,” he says.

IT companies are also ahead of the broaderInformationWeek 500 when it comes tousing certain technologies to boost produc-tivity. These include: new types of collabora-tion software (66% vs. 59%), business intel-ligence tools (58% vs. 53%), and unifiedcommunications (44% vs. 30%).

Within BI, investments in predictive analyt-ics help IT vendors to better manage their












Tech Innovation Inside InformationTechnologyA snapshot of how information technology


46%

40%

38%

38%

36%

30%

28%

16%

14%

8%

6%

.9%

20%

55 Information Technology Companies

RankHewlett-Packard Co.

SAS

Dell Inc.

Apptis Inc.

Advanced Health Media LLC

38

56

57

61

67

Data: InformationWeek 500 survey of 50 information technology companies



0 20 40 60 80 100

0 20 40 60 80 100

0 20 40 60 80 100


[ INDUSTRIES | Information Technology ]





75%

72%

55%

50%

48%

27%

25%

17%Note: Multiple responses allowedData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives









Which new Web technologies are being adopted by your company?New Web Technologies

R1460910_IW500_chart 3

inventory and supply chains, Kerravala says. “No vendor wants to get caught holding inventory, butyou don’t want product delays either,” he says. “It creates quite a conundrum.”

IT companies in the InformationWeek 500 also are relatively advanced in their global IT strategies.A much larger percentage of them report expanding their IT operations and hiring outside of theU.S. (78% vs. 37%), making global support and development part of most IT workers’ regular jobs(68% vs. 49%), and integrating IT workers with global business operations (60% vs. 44%).However, only half of the IT vendors we surveyed are doing offshore IT outsourcing, compared with58% for all industries.

CIOs in IT companies are bullish when it comes to their IT budgets. Fifty-nine percent of themexpect to spend more on IT this year than they did last year. Only 10% expect their IT budgets todecline this year, compared with 20% in all industries.

As with the broader InformationWeek 500, the higher IT spending can be attributed in part to theneed to do upgrades that were postponed during the recession. “Y2K was the last time we saw a bigupgrade cycle,” Kerravala says. “I’d expect the age of equipment alone to drive spending.”

—Ivan Schneider ([email protected])

Figure 4





Tight Budgets Keep Industry Focused On Efficiency InformationWeek 500 logistics and transportation companies aren’t big spenders. The sector, which iscomprised of a broad range of companies including airlines, all types of freight carriers, and even a wastedisposal firm, has an average IT budget of just $51 million, well below the $243 million average for theentire InformationWeek 500. Spending also is at the low end, with 1.8% of logistics and transport com-panies’ revenue going to IT compared with 2.9% for all industries.

Making business processes more efficient tops the list of innovation plans for 55% of theInformationWeek 500 CIOs at these companies. For Old Dominion Freight Line, a nationwide transportcompany with a fleet of 5,500 trucks, that’s meant overhauling its claims management system to movefrom a paper-based process to a completely electronic one. Ninety-nine percent of claims are nowprocessed automatically or handled during the initial customer call.

The new system also lets Old Dominion feedclaims data into its SAP Business Intelligenceplatform, so it can take a closer look at cus-tomers’ claims histories and find ways to fixsystemic problems, says VP of IT KenErdner. For example, one customer shippedfrom five or six locations, but only one ofthem had high claims. “We went to thatshipping location and worked with them onpackaging, and we did some things on ourend, Erdner says. “We kept that customer.”

The industry also is keen on improving Weboperations and customer experiences. Webtechnologies they’re adopting include soft-ware as a service (70%) and external collabo-ration tools such as wikis, blogs, and socialnetworking (64%), both slightly lower adop-tion rates than for the InformationWeek 500overall. Sixty-one percent of these companiesare using hosted collaborative applications,higher than the overall 55%.

—Ivan Schneider and Andrew Conry-Murray([email protected])












Tech Innovation Inside Logistics & TransportationA snapshot of how logistics and

transportation companies are innovating

55%

45%

39%

30%

30%

27%

27%

18%

12%

9%

6%

.8%

18%

55 Logistics & Transportation Companies

RankOld Dominion Freight Line Inc.

Armada Supply Chain Solutions

Waste Management Inc.

Penske Truck Leasing Co. LP

The Pasha Group

15

32

36

64

73

Data: InformationWeek 500 survey of 33 logistics and transportation companies



0 20 40 60 80 100

0 20 40 60 80 100

0 20 40 60 80 100


[ INDUSTRIES | Logistics & Transportation ]





Manufacturers Look To Cut Costs The IT spending outlook in the manufacturing sector is more pessimistic than the InformationWeek 500overall. Only 48% of manufacturing CIOs say this year’s spending will exceed last year’s, compared with57% for all industries, and fully 32% expect a decrease.

Technology initiatives that have improved performance for these CIOs include business intelligence toolsfor 50% of them and new types of collaboration software for 48%. These percentages are slightly lowerthan across all InformationWeek 500 industries. For 61% of manufacturing CIOs, future innovation plansfocus on efficient business processes, ahead of the all-industry rate of 54%.

Efficiency is a big focus at Lockheed Martin. Four years ago it supported 40 systems, some more than 30years old, just for procurement and payment. “We looked at the cost of a single solution, we looked at thecost of the over 40 legacy systems, and we looked at the cost of modernizing under each of the five busi-ness units,” says Lockheed procure-to-pay VP Jon Crump. “... Ultimately, everyone agreed on a single sys-tem based on SAP.”

Like Lockheed, many manufacturers havehuge global supply chains. Given that, it’s notsurprising that 64% of industry CIOs do off-shore IT outsourcing, 50% integrate IT workwith global business operations, and 48% areexpanding IT operations outside the UnitedStates, all of which exceed the all-industrypercentages.

Two-thirds of manufacturers are making glob-al support and development part of most ITworkers’ jobs, compared with 49% across allindustries. This reflects changing relationshipswith suppliers that aren’t arm’s length any-more. “Big firms are telling their outsourcers,‘You’ll use my distribution or manufacturingsystem,’ which gives them more control overcompliance and quality,” says Bob Haas, part-ner and global strategic IT practice leader atA.T. Kearney. “It makes it easier to pull upstakes and run that system at a factory some-where else.” —Ivan Schneider and ArtWittmann ([email protected])












Tech Innovation Inside ManufacturingA snapshot of how manufacturing


61%

36%

32%

32%

30%

25%

20%

18%

16%

14%

14%

.9%

9%

55 Manufacturing Companies

RankLockheed Martin Corp.

Baker Hughes Inc.

Shaw Industries Group Inc.

Heidelberg USA Inc.

Baldor Electric Co.

46

58

60

63

82

Data: InformationWeek 500 survey of 44 manufacturing companies



0 20 40 60 80 100

0 20 40 60 80 100

0 20 40 60 80 100


[ INDUSTRIES | Manufacturing ]

Appe

ndix





54%













60%

40%37%

36%37%

36%47%

34%26%

26%23%

24%20%

17%14%

14%13%

13%14%

5%8%

From the list below, please select the top ways in which yourcompany plans to innovate with technology this year.

Innovation Plans: 2010 vs. 2009

R1460910_IW500_chart 2

2010 2009

Figure 5

Appe

ndix





58%

49%

44%

37%

32%

13%


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

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

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

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

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

Other

None of these

Which of the following global IT strategies are in place in your organization?Global IT Strategies

R1460910_IW500_chart 5

Figure 6

Appe

ndix





58%







Other

None of these

57%

49%42%

44%38%

37%37%

32%36%

13%17%

17%17%

Which of the following global IT strategies are in place in your organization?Global IT Strategies: 2010 vs. 2009

R1460910_IW500_chart 6

2010 2009

Figure 7

Appe

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59%

53%

30%

25%

23%

23%

22%

22%













16%

7%

6%


Technology Initiatives That Improved Company Productivity

R1460910_IW500_chart 7

Figure 8

Appe

ndix





59%













58%

53%46%

30%N/A

25%25%

23%21%

23%21%

22%13%

22%15%

16%12%

7%9%

6%N/A


Technology Initiatives That Improved Company Productivity: 2010 vs. 2009

R1460910_IW500_chart 8

2010 2009

Figure 9

Appe

ndix





Data: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

Has your organization patented, trademarked, or copyrighted any IT architectures,products, services, or IT-driven business processes in the past 12 months?

IT-Driven Patents and Copyrights

R1460910_IW500_chart 9

No

Yes25%

75%

25%


Yes

No

26%

75%74%

Has your organization patented, trademarked, or copyrighted any IT architectures,products, services, or IT-driven business processes in the past 12 months?

IT-Driven Patents and Copyrights: 2010 vs. 2009

R1460910_IW500_chart 10

2010 2009

Figure 10

Figure 11

Appe

ndix





60%

19%

15%


Developed a revenue-generating product or service

Trademarked an IT-based product or service

Licensed information technology to third-party providers

None of the above

In which of the following ways has your IT organization added value back to the business?IT Adding Value Back to the Business

R1460910_IW500_chart 11


To whom does the CIO of your organization report?Reporting Structure for CIO

R1460910_IW500_chart 12

CEO/president

Other

45%

Other seniorcorporate executive

COO

CTO

CFO

9%

16% 21%

1%

8%

Figure 12

Figure 13

Appe

ndix





45%


CEO/president

CFO

COO

CTO

Line-of-business executive

Other senior corporate executive

Other

41%

21%23%

16%16%

1%1%

0%1%

8%8%

9%10%

To whom does the CIO of your organization report?Reporting Structure for CIO: 2010 vs. 2009

R1460910_IW500_chart 13

2010 2009

Figure 14

Appe

ndix





63%

27%

25%

11%

8%

5%

5%

1%


Telecommunications

Business process management/improvement

Innovation

Operations

Procurement

Global business services

Logistics/supply chain

HR

Other

Our CIO is not officially responsible for any areas outside of IT

30%

18%

Is your CIO officially responsible for areas other than IT?CIO Areas of Responsibility Outside of IT

R1460910_IW500_chart 14

Figure 15

Appe

ndix





63%


Telecommunications


Innovation

Operations

Procurement



HR

Manufacturing

Other


N/A

27%N/A

25%16%

11%8%

8%N/A

5%N/A

5%5%

1%2%

0%1%

30%40%

18%48%

Is your CIO officially responsible for areas other than IT?CIO Areas of Responsibility Outside of IT: 2010 vs. 2009

R1460910_IW500_chart 15

2010 2009

Figure 16

Appe

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81%

74%

19%

4%Note: Two responses allowedData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

Partner with business units to develop new products or services

Provide the systems and support mechanisms for new product development

Lead an R&D team accountable for new products or services

Not involved with new product development

What are the most important ways in which your CIO is involvedin developing new products for your company?

CIO Involvement With New Product Development

R1460910_IW500_chart 16

81%

Note: Two responses allowedData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives





81%

74%75%

19%13%

4%5%

What are the most important ways in which your CIO is involvedin developing new products for your company?

CIO Involvement With New Product Development: 2010 vs. 2009

R1460910_IW500_chart 17

2010 2009

Figure 17

Figure 18

Appe

ndix






What percentage of your organization’s projected 2010 worldwide IT budget,including capital and operating expenses, is devoted to the following?

IT Budget Allocation

R1460910_IW500_chart 18

New IT project initiatives

Ongoing IT operations63%

37%

63%


Ongoing IT operations


66%

37%34%

What percentage of your organization’s projected worldwide IT budget,including capital and operating expenses, is devoted to the following?

IT Budget Allocation: 2010 vs. 2009

R1460910_IW500_chart 19

2010 2009

Figure 19

Figure 20

Appe

ndix





Note: Percentages represent medians. Additional data from InformationWeek Analytics Surveys of InformationWeek 500 executives, 2002-2009Data: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

Automotive

Banking and financial services

Biotechnology and pharmaceuticals

Chemicals

Construction and engineering

Consulting and business services

Consumer goods

Distribution

Electronics

Energy and utilities

Healthcare and medical

Hospitality and travel

Information technology

Insurance

Logistics and transportation

Manufacturing

Media and entertainment

Metals and natural resources

Retail: General merchandising

Retail: Specialty merchandising

Retail: All

Telecommunications

What percentage of your company’s worldwide projected annualsales revenue does your total worldwide IT budget represent?

IT Budget Trend

R1460910_IW500_chart 20

2002

1.7%

7.6%

3.8%

2.1%

1.8%

3.5%

2.8%

1.4%

5.0%

3.0%

2.7%

2.5%

4.2%

4.0%

4.8%

2.7%

5.6%

1.5%

1.4%

1.8%

-

4.6%

2003

2.1%

7.1%

3.5%

2.1%

1.4%

3.4%

2.1%

1.7%

3.7%

2.1%

3.3%

2.0%

4.4%

3.6%

3.0%

2.4%

3.3%

1.4%

1.6%

2.7%

-

4.6%

2004

1.5%

8.6%

6.0%

1.5%

0.5%

4.0%

1.9%

1.2%

3.0%

2.0%

3.0%

1.5%

4.0%

3.4%

2.7%

1.8%

2.5%

1.0%

1.4%

2.5%

-

4.9%

2005

1.8%

10.0%

4.3%

2.0%

0.5%

5.0%

2.5%

1.5%

3.0%

2.5%

3.0%

2.0%

3.5%

3.0%

2.0%

2.0%

3.0%

1.0%

1.0%

2.0%

-

6.0%

2006

2.0%

6.0%

3.3%

1.8%

0.8%

3.9%

2.0%

1.1%

3.3%

2.1%

3.5%

2.5%

3.0%

3.4%

2.0%

2.0%

3.7%

1.0%

1.6%

1.5%

1.6%

5.4%

2007

1.2%

6.3%

4.3%

2.0%

0.7%

4.0%

2.1%

1.0%

3.0%

2.0%

4.0%

2.9%

4.0%

3.0%

2.0%

2.0%

5.0%

0.8%

2.0%

2.0%

2.0%

5.2%

2008

1.0%

8.0%

4.0%

2.0%

1.5%

4.3%

2.0%

1.0%

3.0%

2.0%

4.0%

2.0%

4.0%

3.0%

2.0%

2.0%

5.0%

1.0%

2.0%

2.0%

2.0%

5.0%

2010

1.6%

8.2%

3.7%

1.8%

1.2%

3.7%

2.2%

1.0%

2.1%

1.8%

3.5%

3.0%

3.9%

3.3%

1.8%

1.9%

13.5%

1.0%

1.7%

1.8%

1.7%

3.2%

2009

1.0%

7.6%

3.4%

1.6%

1.1%

4.3%

1.5%

1.0%

3.0%

1.6%

2.9%

2.9%

3.1%

3.4%

1.7%

1.8%

5.0%

0.8%

1.7%

3.1%

2.2%

3.3%

Figure 21

Appe

ndix





1%

8%

2%

1%

2%

13%

5%

4%


Automotive

Banking and financial services

Biotechnology and pharmaceuticals

Chemicals

Construction and engineering

Consulting and business services

Consumer goods

Distribution

Electronics

Energy and utilities

Healthcare and medical

Hospitality and travel

Information technology

Insurance

Logistics and transportation

Manufacturing

Media and entertainment

Metals and natural resources

Retail: General merchandising

Retail: Specialty merchandising

Telecommunications

2%

5%

12%

3%

10%

8%

7%

9%

2%

1%

1%

2%

2%

Please confirm your organization’s primary industry.Industry

R1460910_IW500_chart 21

Figure 22

Appe

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Is your company public or privately held?Public vs. Private

R1460910_IW500_chart 22

Privately held

Public61%

39%


Will your total IT spending in 2010 exceed, be equal to, or be less than your 2009 IT spending? IT Spending Expectations

R1460910_IW500_chart 23

Equal toExceed 23%

Less than

57%

20%

Figure 23

Figure 24

Appe

ndix





57%


Exceed

Equal to

Less than

37%

23%21%

20%42%

Will your total IT spending this year exceed, be equal to, or be less than last year’s IT spending?IT Spending Expectations: 2010 vs. 2009

R1460910_IW500_chart 24

2010 2009

Note: Dollars in millionsData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

Average company revenue

Average IT dollars spent

Average IT budget as a percentage of revenue

Revenue and IT BudgetInformationWeek 500 Spending Overview

R1460910_IW500_chart 25

$9,978

$243

2.9%

Figure 25

Figure 26

Appe

ndix





45%













39%

43%57%

36%33%

34%21%

34%37%

31%37%

20%28%

18%17%

18%13%

13%14%

8%5%

From the list below, please select the top ways in whichyour company plans to innovate with technology in 2010.

Top 100: Innovation Plans

R1460910_IW500_chart 26

Top 100 The Rest

Figure 27

Appe

ndix





81%










70%

81%74%

71%45%

63%54%

53%47%

36%22%

34%25%

27%15%

Which new Web technologies are being adopted by your company?Top 100: New Web Technologies

R1460910_IW500_chart 27

Top 100 The Rest

Figure 28

Appe

ndix





59%







Other

None of these

57%

56%47%

52%42%

41%36%

36%31%

22%11%

16%18%

Which of the following global IT strategies are in place in your organization?Top 100: Global IT Strategies

R1460910_IW500_chart 28

Top 100 The Rest

Figure 29

Appe

ndix





65%













58%

56%52%

32%20%

28%31%

25%25%

22%24%

21%23%

17%25%

13%17%

10%6%

5%7%

Which of the following are the most effective steps managers in your organizationhave made in the past 12 months to raise company productivity?

Top 100: Technology Initiatives That Improved Company Productivity

R1460910_IW500_chart 29

Top 100 The Rest

Figure 30

Appe

ndix





54%


Yes

No

18%

46%82%

Has your organization patented, trademarked, or copyrighted an IT architectures,products, services, or IT-driven business processes in the past 12 months?

Top 100: IT-Driven Patents and Copyrights

R1460910_IW500_chart 30

Top 100 The Rest

60%


CEO/president

COO

CFO

CTO

Other senior corporate executive

Other

41%

13%17%

15%23%

1%1%

3%9%

8%9%

To whom does the CIO of your organization report?Top 100: Reporting Structure for CIO

R1460910_IW500_chart 31

Top 100 The Rest

Figure 31

Figure 32

Appe

ndix





63%


Telecommunications


Innovation

Operations


Procurement


HR

Other


63%

33%26%

32%24%

14%11%

12%4%

10%7%

7%4%

0%2%

34%30%

15%19%

Is your CIO officially responsible for areas other than IT?Top 100: CIO Areas of Responsibility Outside of IT

R1460910_IW500_chart 32

Top 100 The Rest

Figure 33

Appe

ndix





74%


Developed a revenue-generating product or service

Licensed information technology to third-party providers

Trademarked an IT-based product or service

None of the above

56%

32%11%

34%15%

18%40%

In which of the following ways has your IT organization added value back to the business?Top 100: IT Adding Value Back to the Business

R1460910_IW500_chart 33

Top 100 The Rest

88%

Note: Two responses allowedData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives





79%

70%75%

35%15%

0%5%

What are the most important ways in which your CIOis involved in developing new products for your company?

Top 100: CIO Involvement With New Product Development

R1460910_IW500_chart 34

Top 100 The Rest

Figure 34

Figure 35

Appe

ndix





60%


Ongoing IT operations


65%

40%35%

What percentage of your organization’s projected 2010 worldwide IT budget,including capital and operating expenses, is devoted to the following?

Top 100: IT Budget Allocation

R1460910_IW500_chart 35

Top 100 The Rest


Will your total IT spending in 2010 exceed, be equal to, or be less than your 2009 IT spending?Top 100: IT Spending Expectations

R1460910_IW500_chart 36

Exceed

60%

Exceed

Top 100 The Rest

Equal toEqual to

Lessthan

Lessthan

19%

21%

56%

24%

20%

Figure 36

Figure 37

Appe

ndix





Note: Dollars in millionsData: InformationWeek Analytics survey of 2010 InformationWeek 500 executives

Average company revenue

Average IT dollars spent

Average IT budget as a percentage of revenue

Revenue and IT BudgetTop 100: Spending Overview

R1460910_IW500_chart 37

Top 100

$14,821

$327

3.5%

The Rest

$8,764

$220

2.6%

Figure 38

Information Week 500 2010 Full Report 8758322 3

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