Check out highlights from the 2024 Metis Strategy Summit | Read more
Among other topics, M.S. discusses the following issues with Metis Strategy:
  • How the average CIO is not yet considered an innovator because of the lack of pedigree in the organization, IT is often not nurtured the way other functions are, and the CIO if often preoccupied with day-to-day operations
  • The way in which CIOs can foster innovation by engaging and being more collaborative with business partners on business issues, establishing familiarity with the business model and sharpening their business acumen
  • How creating a culture of innovation involves taking on experiments and creating space to take risks, supported with a governance process that assesses the success and lessons learned and treats innovation iteratively like a marathon taken in 400 meter sprints
  • The importance of recruiting individuals who are passionate and curious about the intersection of business and technology, while providing staff with a sense of urgency through exposure to the competitive pressures of the marketplace
  • The danger of creating a single group solely responsible for innovation, leaving others in the organization to rely on the selected few to think of all of the opportunities and challenges in the company
  • Eye on the trends: Cloud based architecture and systems providing the “democratization of capabilities” for small and medium- sized businesses, and the organization’s ability to understand the talent they have through the lens of the ecosystem in which they operate

 

M.S. Krishnan’s Biography

M.S. is the Joseph Handleman Professor of Information Systems and Innovation and Professor of Business Information Technology at the Ross School of Business of the University of Michigan. He is also the Faculty Director for India Initiatives at the Ross School of Business. He has co-authored the bookThe New Age of Innovation: Driving Co-Created Value with Global Networksco-authored by the late Professor C. K. Prahalad. The Economist and BusinessWeek magazine named this book as one of the Best Books on Innovation in 2008.

His research interest includes Business Innovation, Corporate IT Strategy, Business Value of IT investments, Metrics and Measures for Business Process and Software Quality, Productivity and Customer satisfaction. In January 2000, American Society for Quality (ASQ) selected him as one of the 21 voices of quality for the twenty first century. In 2004, he was selected as one of the top thinkers on Business Technology by Optimize Magazine based on their reader surveys.  His articles have appeared in Harvard Business Review, The Wall Street Journal, Financial Times, Information Week, Sloan Management Review, among many others. M.S. consults to companies such as Ford Motor Company, NCR, IBM, and Nestle.

M.S. received his degrees in Mathematics and Computer Applications from the University of Delhi, India and Ph.D. in Information Systems from Carnegie Mellon University, where he was awarded the ICIS Best Dissertation Prize for his Doctoral Thesis on “Cost and Quality Considerations in Software Product Management”.

 

Among other topics, David discusses the following issues with Metis Strategy:
  • The way in which Owens Corning leverages shared services across its global operation in order to drive down cost, enable global growth and business process improvement, and accelerate acquisitions
  • How leverage for shared services generally focuses on non-customer facing technology, while decisions for non-standardization are driven by regional regulations and making the customer experience as personal as possible
  • Owens Corning’s use of outsourcing to enable global growth through strategic partnerships that provide scalable expertise in a cost effective way
  • IT’s emphasis on driving revenue in the manufacturing industries that Owens Corning operates in
  • How Owens Corning has managed security while seeing cost savings and increased user satisfaction after instituting its “Bring Your Own Device” policy
  • Owens Corning’s leverage of both its global team as well as its increasingly tech-savvy workforce to explore innovative ideas
  • Eye on the trends: How virtualization and cloud computing enable mobility, drive cost savings, and expedite deployment capabilities; the productivity gains from video; and consumerization of IT and  David’s prediction that IT may eventually no longer provide devices to a company’s employees

 

David Johns’s Biography

David is the senior vice president and chief information officer of Owens Corning, a world leader in building materials and composite systems and solutions.  David leads the Global Information Technology, Global Business Shared Services, & Corporate Services Sourcing organization.  This includes all of Owens Corning’s business shared service centers, manufacturing technology, project portfolio management, sourcing, and information systems.

Before joining Owens Corning in 1994, David was a technology manager with Honeywell, Inc., in the company’s global resource center. Before his tenure at Honeywell, David was director of information services for Time Warner Cable Communications, Inc.

Among the many awards bestowed upon David and his team include his induction into the CIO Hall of Fame in 2009, and his being named one of Computerworld‘s Premier 100 information technology leaders for 2012.

David holds a Bachelor of Science in computer science from The Ohio State University and a Master of Business Administration from the University of Dayton.

 

Among other topics, Jim discusses the following issues with Metis Strategy:
  • Jim’s priorities for future about leveraging World Class IT to propel Chubb in the competitive arms race
  • The collaborative nature of all divisional and corporate CIOs throughout Chubb that collectively lead IT and take ownership of centralized decisions
  • How Chubb leverages the consultative Enterprise PMO to continue the consistent delivery of programs with precision
  • The way in which Chubb recognizes the strategic value IT can provide in being a stabilizing force during uncertain economic times: managing and reducing costs, while also driving growth
  • The importance of becoming business savvy to thrive in the IT department of the future, stabling a level of intimacy with your business partners, and leveraging strategic external partners to yield a whole greater than the sum of its parts
  • Eye on the trends: Three major disruptive technologies- portable devices with enhanced functionality and performance to enable the workforce, big data and the potential for analytics to drive critical business decisions, and cloud computing and its ability to facilitate faster market entry

Jim Knight’s Biography

Jim is the Executive Vice President and Global Chief Information Officer for Chubb & Son.  Jim provides vision and leadership to maximize the usage of information technology to create and maintain leadership for Chubb worldwide.  He has more than 29 years of experience in the delivery and management of information technology mostly in the property and casualty insurance industry.  Prior to his time at Chubb, Jim spent time at Home Insurance Company and at Utica National Insurance Group.

Jim serves on the boards of the Society of Information Management (SIM)-International, the SIM New Jersey Chapter Foundation, and the Association for Cooperative Operations Research and Development (ACORD).

Jim has a B.A. in computer science from Utica College and a Masters of Management Information Systems from Kennedy-Western University.

Among other topics, Carl discusses the following issues with Metis Strategy:

Carl Wilson’s Biography

Until March 31, 2011, Carl was executive vice president and CIO of Marriott International.  In that role, Carl used leading-edge technology to advance the global presence of this $13+ billion company with 3,600 hotels across 70+ countries.

Prior to his time at Marriott, Carl served as CIO and Vice President of Information Resources for Georgia-Pacific Corporation, where he standardized disparate systems during a period of multiple acquisitions.   Prior to that, Carl was senior vice president of  Management Information Services with CIO responsibilities for the Pillsbury Company, which subsequently was acquired by Grand Metropolitan, PLC.

Carl has received multiple recognitions, including his induction into the CIO Hall of Fame in 2007.  He also sits on numerous boards, including those of Global eXchange Services, Inc. and Business Technology Management Corporation.

Carl is a graduate of the University of Minnesota’s Executive Program (M.E.P.), and also earned a Bachelor of Science in Business Administration from Indiana University.

Among other topics, June discusses the following issues with Metis Strategy:
  • Common first steps when taking on the global CIO role, focusing first on listening, building relationships, and continuing to execute as usual, before making any dramatic plans for change
  • The imperative of a global CIO empathizing with business unit CIOs and making calculated, business case supported decisions on what to standardize or streamline
  • The necessity of a formal, yet diligent exceptions process that accounts for unique business models and mandates business reasons for deviations from the enterprise standard
  • The danger of standardizing on a single language or tool that only has region-specific support, and the need to focus more on centrally-lead architecture, reuse, data sharing where appropriate, and portfolio management
  • The usefulness of an Office of the CIO to coordinate global leverage for infrastructure alignment, international collaboration, architecture, corporate applications, risk management and security, vendor management, and portfolio management
  • The power of creating a support network of leaders who are pushed to operate at a level higher than their position
  • Eye on the trends: Ubiquitous access to data, consumerization of IT and the empowerment and pressure from executives outside of IT that is creates, the balance of leveraging cloud computing and maintain a secure environment, and the emerging ability to turn big data into information

June Drewry’s Biography

June is an executive coach with Treeline Consulting who has been the Global CIO of The Chubb Corporation, Aon Corporation, and Lincoln National Corporation.

June currently serves on the Advisory Board of Diversified Information Technologies, Inc. and is active in the Society for Information Management.  She has earned several awards throughout her career for innovative business use of technology and leadership in information technology.  In 2008, June was named to CIO Magazine’s CIO Hall of Fame.

June has a BA degree in Mathematics with a Business minor from Caldwell College for Women.

 

Among other topics, Bruce discusses the following issues with Metis Strategy:
  • Managing IT for a young company that was spun off, and how he is on track to reach an aggressive target of IT spend at 1.5% of sales one year ahead of schedule
  • In managing change and cost rationalization, how Bruce challenged claims of unique needs categorizing operations as either value creating or sustaining, the latter being commoditized
  • Carestream’s use of “relationship managers” to act as liaisons between IT and business partners, a senior role that acts as a trusted advisor in developing a continuous improvement toolbox for business processes
  • How IT relies on satisfaction surveys that are based on net promoter score to gauge the degree to which IT is meeting business needs, and then improve on those areas of opportunity
  • The quarterly IT operations reviews in which Bruce and leadership team assess and identify best practices across Carestream’s various locations
  • How Carestream has architected its infrastructure and management process to support any personally owned “smart device” through a close monitoring of access to data, strong security, and clear HR policies to address the use of such devices
  • Eye on the trends: supporting any “smart device” in the workplace and the consumerization of IT, the power of cloud computing solutions integration, the focus on leveraging analytics through the cloud, and leveraging social media to bolster sales and marketing efforts

Bruce Leidal’s Biography

Bruce Leidal is the Chief Information Officer of Carestream Health, Inc, a worldwide provider of dental and medical imaging systems and healthcare IT solutions.  He leads Carestream Health’s global Information Technology (IT) organization—focusing on building a more efficient and effective IT organization, streamlining processes, reducing costs and, ultimately, providing information that enables Carestream Health to optimize its business while continually improving its customers’ experience.

Prior to joining Carestream Health, Bruce served as CIO for Hayes Lemmerz, International (HLI), a $2.4 billion global automotive supplier.  He was responsible for transforming HLI’s IT function from a decentralized, North American organization into a global operation with centralized applications and supporting infrastructure.

Bruce has held leadership positions at Systems Thinking, LLC, General Motors, Federal-Mogul Corporation, and AT Kearney/EDS Management Consulting.

Bruce has a B.S. in Information Systems from Madonna University.

 

Among other topics, Ken discusses the following issues with Metis Strategy:

Ken Venner’s Biography

Ken is the Executive Vice President, Corporate Services and Chief Information Officer of Broadcom Corporation, a designer and developer of semiconductors for wired and wireless communications.  He has held the CIO title since August of 2000. Ken is responsible for providing a “Like Air” working environment for the employees of Broadcom, referring to IT being up and available like air. His purview includes Real Estate, Construction, Facilities, Security, Travel, Administrative Services, and all business systems, computing and telecommunications infrastructure.

Prior to his time at Broadcom, Ken served as Vice President of Product Management and Chief Information Officer of Rockwell Electronic Commerce. Prior to that, Ken held a number of information sciences and information technology management positions for over 11 years at Lucent Technologies and AT&T Bell Laboratories.

Ken received a B.E. from the Stevens Institute of Technology, an M.E. from Carnegie Mellon University and an M.B.A. from New Hampshire College.

Among other topics, Norm discusses the following issues with Metis Strategy:
  • Norm’s role as CIO of Qualcomm and how he positions IT in a company that is made up of skilled engineers
  • Qualcomm IT’s priorities around boosting the company’s efficiency and productivity, expertly executing the fundamentals, and trying to be in front of business needs through new technology adoption such as through Service Oriented Architecture
  • How Norm’s long tenure as CIO has allowed him the ability to think strategically and long-term, thereby reducing the need to force tactical changes at inopportune times
  • Qualcomm’s decision not to outsource IT, and how Norm has seen equal cost efficiencies through in-house offshoring that he had seen with outsourcers
  • His approach to talent management and career planning, and the need to both hire and train balanced skill sets
  • Eye on the trends: Software as a Service (SaaS) and its ability to change the cost structure and operations of IT; the influence of the Consumerization of IT and the reality of intuitive user experience outweighing the value of increased functionality; and Cloud Computing and how through diligent management Qualcomm has been able to reach equal internal cost efficiencies to third party providers such as Amazon
Norm Fjeldheim’s Biography

Norm is the Senior Vice President and Chief Information Officer of Qualcomm Incorporated, a communication equipment company that engages in the development, design, manufacture, and marketing of digital wireless telecommunications products and services. In this role, Norm oversees all aspects of Qualcomm’s information technology for all of the Company’s diverse business units.

Under his stewardship, Qualcomm IT has received a variety of honors including being named to Computerworld Magazine’s 100 Best Places to Work in IT, the InformationWeek 500 list, and CIO Magazine’s CIO 100.

Prior to joining Qualcomm, Norm served as a systems analyst at Unisys Corporation and was a programmer analyst at M/A-COM Corporation.

Norm has served on CIO advisory panels for Oracle Corporation, SUN Microsystems, Symantec and Verizon Wireless, and he has delivered presentations at numerous industry conferences on challenges currently facing CIOs.

Norm holds a Bachelor of Science degree in business, information systems from San Diego State University. He also completed the Wharton Executive Development Program at the University of Pennsylvania.
Among other topics, Charlie discusses the following issues with Metis Strategy:
    • His book, Blind Spot IT, and his framework for IT-lead business transformation:
    • Why? [Why change? Why do anything]: This pillar is focused on creating durability, getting buy-in, mobilizing change, and the call for investment. It helps with prioritization, allows you take risks, and helps sustain the change initiative
    • What? [What to change? What will we do?]: This pillar is focused on determining what to change or leave the same. The CIO determines the future state business model and then makes IT agile enough to adapt to it
    • How? [How to change? How will we do it?] This pillar is focused on articulating how to make a transformation, following the steps of: defining roadmaps, taking on common development practices, and focusing on strong PPM
    • Who? [Who will lead and manage the change?] This pillar is focused on identifying who to engage. People matter most and the CIO must address organization,  leadership, culture, and performance
    • Change management with IT and the broader scope of a business
    • The imperative of the CIO to proactive drive the conversation about IT’s potential to add value to the organization, and the opportunity for those CIOs that have advocated unsuccessfully in the past to revisit the issue in light of the unstable economy
    • Eye on the trends: The ability to create a “fabric of integration” that allows IT departments to react to an event and integrate in motion and in memory, without the contingency of ripping out and replacing legacy systems. Specific applications of this approach are to : CRM, ERP, virtualization, and cloud computing

This is the second part of a two part series with Charlie Feld. Part one of the series was broadcast on September 26th, in which Charlie covered his career path as a CIO Hall of Famer and explored the evolution of the CIO role.

Purchase Charlie’s book, Blind Spot: A Leader’s Guide To IT-Enabled Business Transformation from

Charlie Feld’s Biography

As the founder and CEO of The Feld Group, Charlie built a team of IT executives that enabled dramatic results in Fortune 500 companies through the transformation of their own IT organizations.  The Feld Group was acquired by EDS in 2004, which was subsequently purchased by HP in 2008.  In September of that year, Charlie retired as a senior executive vice president and member of EDS’ Executive Committee.  The Feld Group was re-launched in 2009 as a Leadership Development firm.  Prior to founding the Feld Group, Charlie headed IT for Frito-Lay.

Across his 45 years in the IT field, Charlie has won numerous accolades, including being named to CIO magazine’s prestigious CIOHall of Fame in 1997, the Smithsonian Award for Technology Excellence, and the Carnegie Mellon Award for Innovative Technology.

Charlie has a bachelor’s degree in economics from the City University of New York, Hunter College.

 

Among other topics, Charlie discusses the following issues with Metis Strategy:

This is the first part of a two part series with Charlie Feld. Part two of the series will be broadcast on October 10th, in which Charlie will cover his book, Blind Spot: A Leader’s Guide to IT-Enabled Business Transformation, and his firm’s framework  for IT department change management.

Purchase Charlie’s book, Blind Spot: A Leader’s Guide To IT-Enabled Business Transformation from

Charlie Feld’s Biography

As the founder and CEO of The Feld Group, Charlie built a team of IT executives that enabled dramatic results in Fortune 500 companies through the transformation of their own IT organizations.  The Feld Group was acquired by EDS in 2004, which was subsequently purchased by HP in 2008.  In September of that year, Charlie retired as a senior executive vice president and member of EDS’ Executive Committee.  The Feld Group was re-launched in 2009 as a Leadership Development firm.  Prior to founding the Feld Group, Charlie headed IT for Frito-Lay.

Across his 45 years in the IT field, Charlie has won numerous accolades, including being named to CIO magazine’s prestigious CIO Hall of Fame in 1997, the Smithsonian Award for Technology Excellence, and the Carnegie Mellon Award for Innovative Technology.

Charlie has a bachelor’s degree in economics from the City University of New York, Hunter College.