Tough challenges face pharmaceutical, medical devices and biotechnology companies today: longer time to market for new drugs or products; increased competition in a global marketplace; high research and development (R&D) costs; and complex compliance requirements. Addressing these challenges requires companies to rely on increasingly large, complex and interdependent applications that IT organizations have a hard time understanding and managing. To succeed, companies need to fully embrace IT to help grow the business, increase productivity and support innovation.
End-to-end business service management can help ease these woes. It maps end-to-end dependencies between infrastructure components, applications and the business processes they support. HP and BearingPoint have developed a Business Service Management solution for life sciences companies that provides IT organizations and application owners with real-time monitoring dashboards for applications and business processes. This holistic view of application monitoring facilitates communication and collaboration within and across IT support groups, allowing proactive responses to service degradations.
Read more about the benefits of end-to-end business service management and how it empowers life sciences companies to lead.
An interview with Jeff Edwards, Executive Vice President and Chief Information Officer, Wyndham Hotel Group
Executive Vice President
and Chief Information Officer
Wyndham Hotel group
BearingPoint took some time to sit down with executives in a series of discussion to get their insights into information management. This conversation is with Jeff Edwards, CIO of Wyndham Hotel group, whcih includes Wyndham®, Ramada®, Days Inn®, Super 8®, Wingate® by Wyndham, Baymont Inn®, Howard Johnson®, Travelodge®, Knights Inn® and AmeriHost® brands.
When Jeff assumed the role of CIO at the Wyndham Hotel Group in 2005, he immediately set out to transform its information technology (IT) organization from a cost center into a business. He focused on what would be necessary to deliver measurable value to clients—both within the company and in franchise hotel businesses. Wyndham encompasses nearly 6,500 hotels and 551,000 rooms in 59 countries.
In the conversation he discusses his unique responsibilities and why information management is a critical issue and how they are using it to deliver more meaningful information to their users. He also explores how information management helps his customers including the challenges faced and the lessons learned.
Read the full conversation
View the rest of the series
For those who don’t know, virtual desktops are self-contained operating system images abstracted from the underlying hardware that run as virtual images on servers hosted in a data center. They can be accessed through a laptop or workstation from any remote location where there is a network connection. A desktop can be assigned to one user, or a pool of computers can be made accessible to many users.
Access to the virtual desktop environment is flexible, but virtual desktops are tightly controlled within the data center, providing centralized information storage and encrypted data communications to remote users who have safe and secure connections.
Delivering traditional desktop environments to a large, often distributed, user base is challenging and costly. In addition to investments in hardware and software, desktop management challenges include the costs of maintaining and supporting desktop computers.
Life sciences companies are adopting virtual desktops as they also face security and privacy challenges, regulatory compliance issues and desktop reliability concerns. Virtual desktops allow sensitive information to reside in a central, secure location protected by data encryption and strictly enforced user policies. The ease with which OS images are designed and provisioned supports quick and simple desktop testing, qualifying and documenting. Advanced high-availability design and resource management provide ongoing desktop services that reduce business outages.
Read more on how life sciences companies are adopting virtual desktops to cut capital and operational expenditures, and streamline desktop management. Discover how virtual desktops can give users the flexibility to collaborate and innovate, while maintaining data security through encryption and centralized storage.
Senior Vice President
There was a time when chief information officers (CIOs) were only responsible for back-office technology issues, but times have changed and today’s CIOs wear many hats. In addition to strategy and business expertise, most CIOs are being asked to participate, if not lead, talent acquisition, development and retention initiatives. As we write in our recent white paper, ‘What CIOs can do to Confront the Talent Challenge,’ in many cases, it’s talent, not technology that keeps CIOs up at night.
It’s an area we’re tracking closely at BearingPoint, particularly in today’s economic climate. Despite the layoff and downsizing we hear about daily, we believe CIOs must remain diligent about hiring and retaining top talent. IT is in a somewhat unique position; many IT workers will be nearing retirement age in the next five year while interest in technology and science among college today’s college students is continuing to fall. This, of course, means finding and keeping top talent will continue to get more challenging in the coming years.
So, what’s a CIO to do? We spoke with a handful of CIOs about these issues and wrote up their findings and recommendations in our new white paper. Some of these may surprise you. It’s clear that CIOs can’t take a one-size-fits-all approach to talent strategy. For example, a CIO of a large company may be able to offer extensive career growth and personal reward, while smaller companies may be able to offer exposure to more IT projects and technologies. Whatever the size, it’s clear from our research that CIOs must remain flexible and integrate more innovative human resource strategies.
Take a look and read this report to learn what your peers are doing in the area of talent management and retention. We would love to hear about your experiences and learn what’s working and what’s not at your organization.
Join BearingPoint Senior Manager, Max Duprat, as he explores the second in a series of podcasts which addresses how leading life sciences organizations are adopting a customer centric approach to marketing. In the first podcast of this series, we talked about the integration strategies for HCP portals as they relate to customer centricity. Today, we’re talking about how to measure the success of your HCP Portal.
Reporting and analytics is an important part of the overall success of an HCP Portal launch because it allows you to measure your progress towards your portal’s goals and also to gain insights into your HCP users’ preferences. While measuring progress is important, the real reason why analytics is a critical component of making your HCP Portal a success is because of the learnings gained from these measurements.
Throughout this podcast you will learn how your analytics approach should provide you with new insights into your customers’ preferences and behaviors. You will also learn the importance of defining and incorporating your analytics requirements early in the development process of your HCP portal. Tune in to find out more.