Tag Archives: IT

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.

Read the full conversation

View the rest of the series

Life Sciences Supply Chain: How mature is your organization?

IT Supply Chain for LifeSciencesInformation 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.

Effective IT Strategies to Save Costs

CFO Roadmap

Virtualization sounds like the Holy Grail for IT managers—and for executives in the cost-sensitive C-suite. Today’s world-class organizations increasingly see virtualization of their entire enterprise—from servers to security, from software processes to production utilities—as a means to control costs, better allocate resources and increase their return on IT investments.

Virtualization provides a smaller footprint for companies to achieve more benefits across the entire enterprise. Virtualization promises tremendous savings for large enterprises because it offers them ways to create discrete environments in which to develop and test software functionality. In addition, while virtualization has been of tremendous assistance in the development environment by helping companies introduce new applications into a complex operational environment, the real benefit is moving virtualized machines into the production and operating environment enterprise-wide.

The case for virtualization is compelling. IT organizations concerned about underutilization of assets, rising energy costs, improving efficiency in IT infrastructure, simplifying physical architecture, and the constant pressure to reduce technology expenses are adopting server virtualization in the hopes of reaping its potential benefits.

Read how to improve operational efficiencies with server virtualization.

We look forward to your comments.

IT Agility Can Drive Innovation

Supporting shared IT services to create business value.pdf (146 KB)
Supporting shared
IT services to
create business
value (146 KB)

It’s imperative to respond to new market dynamics and downward cost pressures. But this presents a challenging conundrum for life sciences companies. Globalization creates new opportunities but increases competitive pressures. Competition from generics is growing, as patents on blockbuster drugs expire. Big swings in global demand and broader regulatory oversight create even more challenges.

Life sciences companies must look to IT to help shape their business strategies and drive innovation. To achieve this goal, IT executives need to understand business goals and create strong partnerships between IT and business units. By evolving their IT models and systems to be more agile, companies can make it easy to work together across their ecosystems, sustain a competitive edge, meet regulatory and privacy requirements, leverage global economies of scale and support business innovation.

Read how to align your business and IT strategies.

We look forward to your comments.

Stimulating Innovation: Meeting IT’s New Mission

A survey conducted by IDG Research Services with CIO magazine sponsored by BearingPoint

Does innovation drive cost savings? Or does cost savings fuel innovation? The answer to both: Absolutely.

CIOs can introduce tremendous value into their organizations by optimizing the way that they manage their companies’ IT systems. They can deliver even more value, however, when they focus on executing strategic cost takeout, IT optimization and IT governance in ways that encourage and support ongoing business innovation.

That’s one lesson learned from a recent survey of 150 CIOs conducted by IDG Research Services. Among survey respondents, 66 percent cited the need to reduce costs as a driver for innovation.

The IDG survey makes an important point: Businesses that consistently press to cut costs have an advantage over those that don’t. After all, the former can leverage savings to support and stimulate further innovation, which strengthens the collaborative partnership that’s necessary between the business and its IT operations.

“CIOs are tired of cutting costs. And because the challenge of containing costs is not going away anytime soon, CIOs have an opportunity to turn this into an advantage by developing a business case for using savings to fund innovation and by rigorously managing their portfolios.”
— Pierre Champigneulle, managing director at BearingPoint

Access the full article for more information about this study.

IT priorities for battling the economic slowdown

Recession fears have grown over the last three quarters as the implications of the US credit crunch have deepened and spread abroad to become a multi-region contagion. With costs for commodities, especially energy, soaring as well, businesses will have to adapt quickly to mounting economic pressures in order to maintain growth and profitability.

BearingPoint and HP initiated a structured review, based on a survey conducted by the Economist Intelligence Unit, of how the current economic landscape has affected the business outlook for UK CEOs and how, in turn, this will impact their expectations of the IT function.

Specifically, the survey was designed to reveal answers to the following key questions:

• How will CEO priorities, in the light of the credit crunch, translate into business implications for CIOs?

• How can CIOs best position the IT function for these predicted changes?

• In what ways are CEOs expecting CIOs to use information technology to improve the situation?

One of the findings of the CEO survey which bucked reported trends was confidence. Despite media consistently claiming that the economy looks certain to slow to dangerous levels, Britain’s CEOs remain more optimistic. Whilst there was concern, the majority felt that with good planning and sensible actions the next 12 months were navigable. In fact many felt that in areas such as customer focus and cost reduction, the financial climate had simply forced them to take actions which were probably overdue.

This survey revealed some new thinking that businesses can utilize in times of economic slowdown. Review the survey analysis.