This timely three-part podcast series offers technology, global markets and banking best practices for successful merger integration and outlines the ins and outs of merger integration. The podcasts dissect how and where organizations can improve their integration processes from a technology, global markets and banking perspective respectively, and serve to answer listeners’ primary questions about best practices for integrating organizations before, during and after a merger.
Julien Courbe Managing Director
The first podcast in the series, “What is Driving Merger Integration: A Technology Perspective,” showcases managing director of BearingPoint’s CIO Advisory Practice Julien Courbe. Julien’s insights span numerous best-of-breed recommendations, including the imperative need to enroll the business in all aspects of technology decisions during today’s lightning-speed mergers, where the two must work in aligned partnership to drive cost savings and efficiency.
Peter Horowitz Managing Director
The second podcast features BearingPoint senior vice president of Global Capital Markets Peter Horowitz. “What is Driving Merger Integration: A Global Markets Perspective” highlights the importance of aligning and maintaining company values and vision, and prioritizing client, product and service segmentation appropriately to move toward the future of the business.
Frank Mackris Managing Director
The final podcast in the series, “What is Driving Merger Integration: A Banking Perspective,” features Frank Mackris, vice president of BearingPoint’s Banking practice. Frank speaks to the increasing complexity of today’s mergers, and stresses the need for decision makers to seize opportunities to create new cultures, blend leadership and advance technologies to move forward with the best of everything from each organization.
To shed additional light on this timely topic, read the merger integration Q&A where the experts further elaborate on their ideas. What do you think drives merger and integration? Share your thoughts with us.
Managing drug safety is core to enterprise risk management. Life sciences companies must manage risks with providing needed drugs to patients and decrease safety risks and regulatory non-compliance. Designing and operating a drug safety risk management program poses challenges that can threaten patient safety and regulatory compliance. A tested drug safety risk management program lets patients access needed drugs and makes sure manufacturers are in compliance.
Drugs with normal risks are generally addressed with labeling alone, but drugs with unusual risks need a Risk Evaluation and Mitigation Strategy (REMS) management program to monitor effective drugs that have serious risks. For drugs that have high potential for serious side effects or abuse, the Food and Drug Administration (FDA) requires a Risk Minimization Action Plan (RiskMAP) to minimize drug risks while preserving benefits.
BearingPoint provides life sciences companies with risk planning, which can monitor drug safety. We have extensive knowledge of risk management program delivery and operational design and can help manufacturers integrate data needed to accurately and easily report to FDA and monitor compliance. Our services for development and operation of drug safety risk management programs include:
Design, development, and operation of FDA-mandated REMSes and RiskMAPs
Program and vendor management of risk management programs
Assessment of vendors’ abilities to deliver risk management services
Drug safety and regulatory design
Integrated data warehousing, data collection and reporting for risk management programs
Overall, we have experience supporting large, complex risk management programs and developing drug safety surveillance tools to decrease risks.
Former CMO and CIO,
Global Hyatt Corporation
BearingPoint took some time to sit down with executives in a series of discussions to get their insights into information management. This conversation is with Tom O’Toole, Former Chief Marketing Officer and Chief Information Officer, Global Hyatt Corporation.
Global Hyatt Corporation is one of the world’s premier hotel companies. With more than 365 hotels and resorts in over 45 countries, Hyatt’s brands include Park Hyatt™, Andaz™, Grand Hyatt™, Hyatt Regency™, Hyatt Resorts™, Hyatt Place™ and Hyatt Summerfield Suites™.
Hyatt is engaged in a wide range of IT development initiatives for all its major enterprise systems, including electronic commerce, customer data systems and other applications. To ensure that Hyatt’s IT system investments best enable its business success, O’Toole and his team worked very closely with the company’s business unit heads, other C-level executives, senior operating executives, corporate function heads and hotel general managers.
In this Q and A, Tom talks about his leadership as both a CMO and CIO.
BearingPoint took some time to sit down with executives in a series of discussions to get their insights into information management. This conversation is with Mark Coughlan, Director, ING Groep N.V. (Amsterdam).
ING Groep is a global financial institution of Dutch origin offering banking, investment, life insurance and retirement services to more than 85 million private, corporate and institutional clients in over 50 countries. Mark Coughlan, an ING director, is recognized as an energetic, passionate leader who believes success comes from building professional teams with high levels of motivation and empowerment. Mark Coughlan, has responsibilities for operations and information technology (IT) across ING functions—covering finance, risk, human resources and other corporate areas—and part of ING Wholesale Banking.
In this Q and A, Mark talks about topics including the increasing need for better IM strategy and how to build one to eliminate siloed information. He also discusses data governance and data replication and how they are effecting industries.
Tom Conophy Chief Information Officer InterContinental Hotels
BearingPoint took some time to sit down with executives in a series of discussions to get their insights into information management. This conversation is with Tom Conophy, Chief Information Officer, InterContinental Hotels.
For the past 25 years, Tom has tackled some of the most challenging issues in technology-supported business strategies across a variety of industries. So when he took over as chief information officer (CIO) of InterContinental Hotels Group PLC in 2006, his mandate was clear: explore and apply the technologies that are most likely to advance the mission of his organization and look for opportunities to innovate in ways that will set InterContinental Hotels apart in a highly competitive market.
With the active support of his company’s senior leadership, Tom has seen InterContinental Hotels leverage its Advantage Technology Platform to establish a competitive advantage in the hospitality sector. He points to the company’s advances in business intelligence and Web-based marketing as central to its recent growth. The company, which is now building the world’s largest hotel in China, is the third largest hotel chain, with brands such as InterContinental, Crowne Plaza, Holiday Inn, Holiday Inn Express and Candlewood Suites.
Now more than ever it is crucial for executives at all companies to scrutinize every aspect of the supply chain due to increasing costs and decreasing sales. This is especially vital for consumer goods companies, where the supply chain occupies that ever-tenuous connection between the flow of goods that companies hope consumers will never see, and the actual consumer merchandise in the store that they are shopping for and take to check-out.
But this is what makes you a great supply chain executive, right? You know how to perfectly balance the need to squeeze every dime available from the supply chain while still putting the right products on the shelves at the right volume to keep your guests satisfied. Or is “perfectly balance” too strong of a characterization?
Truth be told, the tools and techniques to report, analyze, and measure supply chain performance are changing drastically. What worked before this broad recession is no longer good enough today. Our goal with this podcast is to quickly introduce you to a new way of approaching supply chain optimization in the consumer goods industry – an approach we call calibration.
Listen to the first in a series of short podcast interviews we’re recording to give you more detail and actual takeaways that you can put to work immediately across your supply chain. Please share in the comments section your thoughts and reactions, and also any questions you’d like us to answer specifically on upcoming podcasts.
Matthew O’Mara Managing Director
Financial Services BearingPoint
The US economy is having a drastic effect on everyone particularly insurers. Economic events have created a more skeptical consumer who are looking for more economically sound companies. Insurers need to look at some key business drivers in 2009 in order to combat this growing customer cautiousness. Companies must now work within a new regulatory environment and changing customer demographics and globalization. In this podcast join Matthew O’Mara, Managing Director at BearingPoint as he explores these issues while offering insight into emerging IT spends and how firms can determine their short-term and long-term technology strategies. How have you seen the insurance industry change? Share your comments.
Sweeping Insurance Industry Change: Listen to the podcast