Tag Archives: Chief Information Officer

Information Management: Tom O’Toole interview

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Tom O’Toole,
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.

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Information Management: An interview with Dr. Sai Lai Lo

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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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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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CIOs take on talent management

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Marc Detampel
Senior Vice President
BearingPoint

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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.