Information Management: An interview with Dr. Sai Lai Lo

sai_lai_lo_150
Dr. Sai Lai Lo
CIO
Ping An Insurance

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 Dr. Sai Lai Lo, CIO of Ping An Insurance.

Over the last 18 years, Ping An Insurance (Group) Company of China has become one of China’s best-known financial services brands both domestically and internationally. The group has an extensive domestic customer base and is one of the few Chinese financial institutions providing integrated insurance, banking, trust and brokerage services.

Ping An’s chief information officer, Dr. Sai Lai Lo, who joined the company in 2002, is spearheading the organization’s information management efforts during a period of rapid expansion—but without the need to tackle legacy systems or other problems commonly found in more established organizations.

Through his leadership, the company is fixing problems as they happen, taking into account how to implement information management properly one business unit at a time—without even calling it information management. While Lo envisions a more pragmatic approach in the future, today his focus is on data consistency. Lo offers insights into information management within the context of an emerging market.

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Information Management: An interview with Bob Haycock

Bob Haycock
Bob Haycock
former Chief Architect
at OMB

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 Bob Haycock, former Chief Architect at OMB.

Bob Haycock has seen several administrations come and go in his years as an information technology (IT) executive in the federal government. Among his many positions in public service, Haycock held the post of chief architect at the Office of Management and Budget (OMB), an agency tasked with advising senior White House officials on a range of topics relating to federal policy, management, legislative, regulatory and budgetary issues.

At OMB, he spearheaded a strategic initiative revolving around enterprise architecture. As Haycock explains, the effort was a vital move to help agencies better manage their information and ease cross-agency collaboration. BearingPoint spoke with Haycock about his perspectives on information management and leadership in the federal government.

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Leadership in Challenging Times

Back in the good old days (if there ever really were “good old days”), CFOs had a fairly straightforward path to success: Be responsible, be timely, be accurate. Good CFOs could also be counted on to think strategically, which added considerable value to the bottom line.

Reed Kingston
Reed Kingston
Practice Manager
BearingPoint

The job was never easy, but these days it’s harder than ever. Corporations demand a high level of sophistication and innovation from the finance function. And the inherent challenges of an economic decline make this mandate even more burdensome.

While most CFOs have taken to heart the importance of being innovative and proactive, not as many of them have defined their role as a central player in planning changes that maximize shareholder value and driving them across the enterprise.

What these executives do not fully exploit is that the CFO is uniquely qualified to provide meaningful input on the organization’s current and future initiatives and to lead the business in adapting to the changes that lay ahead. Leading financial executives take this to heart, providing critical insight to the business at large — not just within the finance function. They use their financial management platform to define and quantify value drivers for their enterprise, focus the entire organization on business initiatives that maximize value, and lead enterprise transformation efforts.

Today’s turbulent times will highlight the value of those CFOs who have already added the title of “Chief Transformation Officer” to their already long list of responsibilities. They have created organizations that are more nimble and better prepared to quickly identify and implement needed changes thoughtfully, with an eye towards not just surviving the next several quarters but being in position to dominate their markets when things swing back, as they always do.

CFOs who truly understand and embrace this new requirement to be a catalyst for change — and to lead business transformation across the enterprise — will create enormous competitive advantage for their corporations.

To learn more about the changing profile of today’s successful CFO, read our analysis of current challenges and opportunities for today’s chief financial officers.

Author: Reed Kingston

Enterprise 2.0: Engaging Your People

There is a growing importance to use Web 2.0 and Enterprise 2.0 concepts in human resources. Last week, I attended and presented at the Inspecht HR Futures Conference in Melbourne. The Inspecht HR Futures Conference brought together speakers covering all areas of HR, Recruiting and Technology to discuss how social media, innovation, culture and technology empower, attract, engage and evolve employees.

I presented how BearingPoint leverage Web 2.0 technologies to assist us in engaging our internal team members through the BearingPoint Wiki and shared some of my experiences and benefits using the tool in my day to day work. Following on, I explained how BearingPoint is reaching out to external information management experts through Mike2.0 where it provided us with an excellent platform to interact and discuss information management.

My presentation is below:

Author: Sean Lew

View more presentations from Sean Lew. (tags: 2.0 collaboration)

Why life sciences companies need an end-to-end business service management solution

ls_application_management_200x113Tough 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.

Information Management: An Interview with Jeff Edwards

An interview with Jeff Edwards, Executive Vice President and Chief Information Officer, Wyndham Hotel Group

Jeff Edwards
Jeff Edwards
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.

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Why are life sciences companies adopting virtual desktops?

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.

CIOs take on talent management

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Marc Detampel
Senior Vice President
BearingPoint

chad_fry_110x150
Chad Fry
Senior Manager
BearingPoint

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.

Measuring Healthcare Provider (HCP) Portal success

Max Duprat, Senior Manager BearingPoint Life Sciences
Max Duprat
Senior Manager
BearingPoint

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.

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Information management

Eric Elliott
Eric Elliott
Director of Information
Technology,
OPTI Canada

An interview with Eric Elliott, Director of Information Technology, OPTI Canada

BearingPoint took sometime to sit down with executives in a series of discussion to get their insights into information management. This conversation is with Eric Elliott, director of information technology for OPTI, a Canadian energy company. The company, with its partner Nexen Inc., has formed a joint venture to develop oil sands projects in the Athabasca region.

He joined the company in early 2007 to help strengthen IT governance and operational processes. Given the highly regulated nature of the oil and gas industry in Canada, Eric is particularly focused on the content and document management challenges the company must address to operate successfully in the country.

In the conversation he discusses the importance of implementing an effective information management strategy at a start-up organization operating in the highly regulated fossil fuels industry. Including specifics on a current information management project they are undertaking and leading practices in dealing with your partners on information management and what lies ahead.

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