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.
Information technology (IT) departments within life sciences organizations are under constant pressure not only to maintain services but also improve them while controlling expenses. IT leaders face these daunting challenges amid funding constraints and continually shifting demands for IT resources. Combining supply chain principles with industry-leading practices, such as the Information Technology Infrastructure Library® (ITIL®), can create an effective framework for supporting cost transparency and IT resource capacity management to meet demand for IT services. Most organizations have some or all of the elements necessary to create an end-to-end supply chain, but these components are often at varying levels of maturity or are not integrated with other critical processes.
Read more about how to determine the maturity level of your organization’s IT supply chain, identify gaps and work towards an end-to-end solution that meets your service management needs.
Join BearingPoint Managing Director, Julien Courbe, as he walks us through the latest edition of BearingPoint’s Financial Services Technology Journal on cost management for IT organizations. The fluctuations of financial services firms’ business volumes reflect the cyclical nature of the overall financial markets. These dynamics are often caused by specific crises or a slowdown in the economy. Professional IT managers know that controlling costs and aligning expenditures with overall business goals and spending are critical to organizational health. But it’s a classic case of “easier said than done.” With continuing overcast skies forecast for the global economy, every step you take to infuse your IT organization with fiscal agility now should be appreciated – at the bottom line and in every line of business.
The November 2008 issue of BearingPoint’s Financial Services Technology Journal offers effective, up-to-date thought leadership on IT cost planning. From the critical right-now technologies (e.g., service-oriented architecture, cloud computing) to practices that involve outsourcing and out-tasking (i.e., outsourcing simple tasks) to new paradigms in service models, executives and technology leaders should find this journal to be an invaluable resource in their efforts to improve their organizational operating leverage.
The fluctuations of financial services firms’ business volumes reflect the cyclical nature of the overall financial markets. These dynamics are often caused by specific crises—such as the most recent subprime mortgage problems—or a slowdown in the economy. These fluctuations require that executives and technology leaders have the ability to restrict spending levels in market downturns and quickly scale up when business volumes rise again.
During previous periods of market turbulence, executives have demanded budget cutbacks and cost savings from their IT organizations. However, because many IT costs are fixed, IT executives have limited options for reducing expenditures. Typical cost-saving initiatives entail rationalizing IT assets and resources and renegotiating vendor contracts.
Fixed IT costs cannot be scaled back easily to react quickly and appropriately to market downturns. Optimization of the “operating leverage,” which is defined as the percentage of fixed costs relative to overall operating costs, increases a company’s ability to lower its IT operating expenses quickly during an economic slowdown.
This issue of the Financial Services Technology Journal discusses approaches to optimizing operating leverage. We examine key areas or “levers” that often transition well from a fixed- to a variable-cost basis. Including articles that relate to these levers and provide key considerations for defining and assessing how to better manage IT costs.
A podcast with John Tikka, senior director at Johns Hopkins Series 2 of 3
We joined our SAP team at the recent SAPPHIRE event in Orlando. The event gave us the opportunity to sit down with new thinkers in various industries and get their take on SAP and the future of IT strategies.
In this podcast, the second of 3 from the floor of SAPPHIRE, we have for you John Tikka, Senior Director for Business Systems at Johns Hopkins, discusses exciting developments in the healthcare industry and the opportunity for information technology to improve patient care. He talks about the unrelenting demand for new capabilities and how The Johns Hopkins University is using SAP to become more agile and deliver information to the end user, allowing them to be more productive and provide better services.
(SAPPHIRE 2008 – The Johns Hopkins University)
John is the Senior Director for Business Systems at Johns Hopkins. He is responsible for business systems in Johns Hopkins Health System, Johns Hopkins Medicine, and Johns Hopkins University. Includes payroll, finance, research accounting, supply chain, purchasing, accounts payable, and accounts receivable.