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THE BUSINESS VALUE OF TECHNOLOGY
SEPT. 9, 2013
Our 25th Annual Ranking
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Where Innovation Gets Real >>
Our No. 1 company: UPMC >>
Beware the “faux innovators” >>
How 7 companies make IT pay off >>
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CONTENTS
THE BUSINESS VALUE OF TECHNOLOGY
Sept. 9, 2013 Issue 1,374
11
18
Top Five Companies
11 Healthy Balance
UPMC uses and develops technologies
to help patients and generate revenue.
15 Big Data Pipeline
Analytics initiative helps ConocoPhillips
get more out of existing natural gas wells.
7 Innovation That Gets Results
18 Gap’s Omnichannel Strategy
Data from this year’s IW 500 reveals surprises
about cloud, analytics and mobile use.
Algorithm keeps the retailer’s virtual and
physical shelves stocked.
20 E-Commerce Overhaul
4 Down To Business
Let’s skip the “faux innovation” and get right
to the work that drives results.
15
20
Penske business units collaborate on
website to broaden sales of used trucks.
22
22 Telemedicine Creates Opportunity
Miami Children’s Hospital telehealth
effort seeks new sources of revenue.
informationweek.com
Sept. 9, 2013 2
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32
25 Top 250
MORE INFORMATIONWEEK
The ranked listing of this year’s top business
technology innovators.
: See the full InformationWeek 500 alphabetical listing.
: Get the free 2013 InformationWeek 500 research report.
: See our complete “20 Great Ideas To Steal” slideshow that
you can share and use for brainstorming sessions.
: Apply for next year’s InformationWeek Elite 100 — a new,
even more exclusive spotlight for true tech innovators.
informationweek.com/500
31 Great Ideas To Steal
Find out how these companies use cloud,
social, gaming and more in novel ways.
33 Business Innovators
38
41
Our seven award winners have made inroads in
analytics, collaboration, productivity and more.
41 Government Innovators
Cloud, GIS and storage technologies help
government agencies deliver better service.
43 Editorial Contacts
44 Business Contacts
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Pure Innovation, Hold The Salt, Fat And Sugar
The Innovation Imperative
True innovation is hard to deliver.
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Innovation is the lifeblood of modern business and the defining characteristic of InformationWeek 500 companies. To these companies, innovation isn’t just a buzzword. Their
creative, even pioneering, technology initiatives are producing clear business results,
which we chronicle in this special IW 500 digital issue.
Elsewhere, however, the word innovation has
become “so broadly defined that it has lost all
meaning,” writes InformationWeek contributor
Coverlet Meshing. “The innovation industrial
complex produces fast food — innovation in a
can, with loads of salt, sugar and fat.”
Look around. Almost every company in
every industry seems to be touting a new innovation center, incubator, lab, council, committee or cabal. Every process improvement is
hailed as a paradigm shift. Every new product
is a breakthrough.
Recent company press releases reveal
glimpses of this junk diet. One energetic company whose business or product I still can’t divine says it “provides innovative solutions to
articulate, unify and manage brand impact.”
Digital business leader Starbucks recently introduced what it called an “innovative crosschannel, multi-brand loyalty program” — a
fine program, no doubt, but don’t companies
in a range of industries (airline, banking, entertainment, casinos) already have similar ones?
Even Procter & Gamble, a mainstay on annual
Top 10 Innovator lists, can go over the top. On
its “P&G Innovations” website, it boasts about
lots of pedestrian products, including shaving
cream for men with sensitive skin, batteries
that offer “long-lasting power” and the first
flavor-coated, 24-hour pill for treating frequent heartburn.
Before we can understand what innovation
is, we must first understand what it’s not. “Faux
innovation,” let’s call it, falls into three main
categories:
>> The clever, even brilliant, idea from
that guy in the garage that never turns into
a profitable commercial product at large scale.
Writes one reader commenting on the Meshing column: “Commercialization is where that
geek faces the realities that will create a million happy customers. I’ve had cartoons of
from the editor
ROB PR ESTON
@robpreston
me and the light bulb flashed on screens, and
my thought is always the same, ‘Call me
when we have shipped a half million.’”
>> The incremental new product or product advancement whose commercial success
owes more to the vendor’s established market
presence than to anything particularly special
about the output itself. Think P&G’s new shaving cream. Granted, the iPhone took off as fast
as it did partly because of Apple’s rabid customer base, but there’s no denying that the
facile user interface and sleek design of this
first-of-its-kind handheld computer were major factors in its blockbuster success.
>> Pure bluster, plain and simple. Mundane products hyped as breakthroughs without any supporting evidence.
True innovations change how people work
and play. They change how products are
bought and sold. They’re the result of a
tremendous amount of hard work and in genuity, but they often seem obvious in
hindsight.
Sometimes innovations are slow out of the
gate. Sebastian Thrun, CEO of MOOC (massive
Sept. 9, 2013 4
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open online course) pioneer Udacity, writes in
a blog post that most innovations take time
to mature. “To all those people who declared
our experiment a failure, you have to understand how innovation works,” Thrun wrote after a study showed a Udacity MOOC producing superior student performance at San Jose
State University. “Few ideas work on the first
try. Iteration is key to innovation.”
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Innovation In A Box?
Innovation gurus put forth their innovation
templates. A Forbes article by four Bain consultants, for example, exhorts business leaders
to set a clear strategy and build an organizational culture for innovation, as well as create
processes for generating, developing and scaling ideas and managing a diverse portfolio of
innovations. Pretty straightforward stuff.
But InformationWeek columnist Meshing insists that corporate innovation isn’t a repeatable process. You don’t see a central innovation group at Apple. It’s just part of the
company culture even if founder Steve Jobs
never did set about “building” such a culture.
Companies that are good at innovation do
tend to be more open to it and work harder at
it than also-rans. In the realm of technology,
think companies that allow shadow IT and
skunk works and make a conscious effort to reverse the 80/20 rule. If an innovative company
does create a formal team or group to add some
structure and process to its cutting-edge work,
“Few ideas work on the first try.
Iteration is key to innovation.”
— Sebastian Thrun, Udacity’s CEO
those people tend to get a long leash. How long
depends on the size and maturity of the company and the pressure it’s under to produce
wins in the short term.
Innovation IW 500-Style
What makes InformationWeek 500 companies technology innovators? In most cases, it’s
not because they’ve set up a formal innovation organization. It’s because they have new
markets to conquer and nagging problems to
solve — and a bunch of smart, determined, focused (and financially resourced) people committed to getting from point A to point B.
Here’s a snapshot of what our Top Five companies are up to.
>> At UPMC, IT innovation means not just improving the efficiency and service quality of its
hospitals and health insurance plan, but also
generating new sources of income in creative
ways. Having paid $30.5 million in 2006 for part
of integration software maker dbMotion, for example, UPMC sold its stake this year to Allscripts
for a tidy $67.8 million, but not before it had refined the software for its own use and for use
by other hospital groups.
>> At ConocoPhillips, IT innovation is about
tapping new sources of energy, of course, but
it’s also about extracting maximum value from
legacy gas and oil fields. Under its PLOT
(Plunger Lift Optimization Tool) initiative, the
company already is gathering reams more data
from 4,500 natural gas wells, and then applying
analytics to that data to increase production as
much as 30%. ConocoPhillips is now extending
PLOT, which introduced 43 performance dashboards for individual wells and gas fields, to
thousands of additional plunger-lift wells in the
U.S. and Canada.
>> At Gap, IT innovation involves making the
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inventory it keeps in certain stores available to people
shopping online, so that it’s far less likely a Web shopper will get an out-of-stock notice. Gap’s innovation
lies in figuring out the optimal number of ship-fromstore options to offer and how best to integrate those
options into its e-commerce operation.
>> At Penske Truck Leasing, IT innovation means
becoming a Web merchandising, search and social
networking expert to drive a whole new line of business: selling off-lease trucks directly to businesses and
other would-be end customers rather than through
wholesalers.
>> At Miami Children’s Hospital, IT innovation
means becoming a telemedicine pioneer to improve care and generate new revenue. It has built a
$2 million “command center” equipped with highdef cameras and large monitors to enable physician-to-patient and physician-to-physician communications worldwide, as well as remote reading of
diagnostic tests.
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Innovation That Gets Results
IW 500 companies take
a practical view
to even trendy tech
such as cloud, big data
analytics and mobile.
By Chris Murphy
informationweek.com
@Murph_CJ
H
ealthcare company UPMC is exploring cloud computing not because that’s trendy,
but because it must cope with 5 PB of patient data that will double in the next 18
months. ConocoPhillips is just now embracing more real-time analytics on its natural
gas wells, because it sees the chance to turn that data into double-digit percentage increases
in gas output. Miami Children’s Hospital is testing a tablet app that allows for remote doctor
visits, because it sees the potential for a new revenue source.
We see in all our profiles of InformationWeek 500 companies the very practical ways they’re
using IT to drive their businesses. But just as important, the information we collect from surveying 500 business IT innovators provides a reality check on the most hyped trends. What
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follows are some surprising things we learned
about cloud, data analytics and mobile from
this year’s IW 500 research.
Cloud: Not So Sophisticated
It’s a surprise to see how uncommon hybrid
clouds are. Just 12% of IW 500 companies can
switch between public cloud infrastructure and
in-house data centers based on demand. Another 18% are testing that capability, and about
a fourth intend to try it within a year. But 45%
have no plans for hybrid cloud computing.
Cloud advocates tout “cloudbursting” —
when a company, for example, runs its website in-house but switches over to a public
cloud if a promotion overloads the company
data center. It’s a compelling concept, but our
data shows hardly anyone is doing it.
It’s also surprising to see no increased uptake since last year’s survey in the use of platform-as-a-service — 26% of IW 500 companies are using it, nearly the same as the 27%
last year. A sizable 21% are pilot testing PaaS,
but 38% have no plans to use it from an outside vendor. (We didn’t ask this year about
software-as-a-service use, since last year 85%
of IW 500 companies were already using it.)
Given the tepid use of hybrid or platform
cloud computing, it’s interesting that when we
asked about the use of “storage, compute or
other cloud infrastructure,” only 7% said they
have no such plans — 59% are using cloud in-
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The report includes survey data
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for cloud, computing, mobile,
analytics and more.
Provisioning of smartphone or tablet apps based on employee role (beyond general productivity apps)
59%
45%
Use of platform-as-a-service (e.g., Microsoft Windows Azure, Google App Engine) for application development or production systems
26%
Ability to switch between public cloud infrastructure and in-house data center resources based on demand
12%
Data: 2013 InformationWeek 500 Executive Survey, June 2013
frastructure, 21% are pilot testing it, and 13%
plan to roll it out within a year.
I see two likely explanations for the gap between infrastructure- and platform-as-a-service. One, where companies use public IaaS, it’s
for quick development projects or some other
standalone initiative that doesn’t interact with
production systems. And second, because we
didn’t specify “public” cloud in our cloud infrastructure question, I suspect some companies
are counting their “private clouds,” meaning a
highly virtualized environment inside their
own data centers. Both cases point to a limited, not terribly sophisticated role for cloud
computing among IW 500 companies.
Analytics: Just Getting Started
Managers at most IW 500 companies use analytics tools to monitor operations, but it’s still
early days for the next wave: predictive analytics and widespread employee use.
For example, 72% of IW 500 companies are
monitoring revenue daily or more frequently,
and another 13% are testing or will roll out such
a capability within a year. Fifty-seven percent of
companies provide dashboards to 20% or more
of their employees to monitor key metrics; just
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How They Are Chosen
The InformationWeek 500
recognizes business technology
teams that have made a
demonstrable impact on how
their organizations do business.
It’s open to companies with
revenue of $250 million or more.
Companies complete a rigorous
application on their technology
strategies, and a panel of InformationWeek editors determine
the ranking by factoring in
quantitative and qualitative
factors.
For 2014, InformationWeek
will shift to an even more exclusive
spotlight for true innovators
with what we’re calling the
InformationWeek Elite 100. The
application period opens in
October, and you can preregister
at informationweek.com/
10% have no plans to do so. So daily monitoring and
manager dashboards have become standard practice.
More cutting-edge analytics work involves giving
dashboards to a majority of employees. Just 29% of
companies do that; 35% are testing or planning to roll
out those dashboards within a year; and 36% have no
plans. Likewise, 47% of IW 500 companies allow end user
what-if analysis with no IT involvement, and another
37% are in testing or plan to roll it out. Enabling such
what-if analysis shows IT moving away from simple report building and toward facilitating creative thinking.
Predictive analysis isn’t widely adopted. Just 54% of
IW 500 companies do predictive revenue analysis,
though another 19% plan to within a year.
One of the biggest question marks is whether sentiment analytics — analyzing social data to assess what
people are saying about brands and products — will
prove critical. Just a third of IW 500 companies use sentiment analytics tools today, but another fifth are testing
them and 17% plan to use them within a year. Almost
30% have no such plans. Sentiment analytics is becoming essential for consumer goods companies, but for
business-to-business companies it’s a tougher sell.
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Mobile: No Great Rush
Someone forgot to tell most IW 500 companies that
we’re in the midst of a mobile revolution. Our com-
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pany profiles do include creative uses of mobile apps — what General Motors is doing to
integrate iPads into its dealer sales process,
for example, or how satellite TV company
Dish has moved its in-home service technicians onto an oversized “phablet” style Samsung smartphone. But our data shows that a
majority of IW 500 companies are going mobile at a more relaxed pace.
Forty-two percent have widely deployed
mobile apps for customers, up a respectable
five points from a year ago but still short of a
majority. Just 30% of IW 500 companies have
widely deployed mobile apps for employees,
with another 30% in limited deployment —
both percentages little changed from a year
ago. There are even some signs of mobile
cooling off. A year ago, 38% of companies
said that broader deployment of tablets was
one of the top ways they boosted productivity; this year, it’s just 30%. (In comparison, 50%
Have You Rolled Out These Tactics As Part Of Your Data Analysis Strategy?
Dashboards for monitoring key metrics accessed by more than 20% of employees
57%
Predictive analysis of revenue
54%
End user what-if data analysis without IT involvement
47%
Dashboards for monitoring key metrics accessed by more than 50% of employees
29%
Data: 2013 InformationWeek 500 Executive Survey, June 2013
said they’re deploying analytics more
broadly, up from 43% a year ago.)
Will IT organizations have the money to
move forward with their grand plans? Sixty
percent of companies expect 2013 IT spending to increase from 2012 levels, 28% said it
would hold steady, and just 12% said it would
decline. Last year, 68% expected their IT
spending to increase.
All these numbers are cold comfort for IT leaders. For every data point that says companies
are easing up on tablet expansion, for instance,
there’s a story of factory workers or salespeople
using tablets to improve productivity. Whether
it’s cloud, analytics, mobile or some other
emerging tech, the leaders who apply for the
IW 500 aren’t just trying to stay ahead of the average; they’re trying to get ahead of the best.
Chris Murphy is editor of InformationWeek. Read more articles by Chris at informationweek.com/chrismurphy. Write to
him at chris.murphy@ubm.com.
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Sept. 9, 2013 10
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TOP FIVE COMPANIES
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UPMC Plays To Win
In The Tech Game
I
[
Drawbaugh wants IT
as a revenue generator
informationweek.com
nformation technology has two broad roles at
UPMC. First, it must improve the operations of the
company’s hospitals and health insurance plan, improve the care of patients, and drive down the company’s costs. Second, technology should make money
for UPMC — it’s not just a cost center.
At most companies, that second goal is a nice-to-have
if things work out that way. But under the leadership of
CIO Dan Drawbaugh, UPMC is explicit that its IT organization will develop unique technologies that it can sell
to other healthcare providers and insurers.
A clear example of the two roles coming together occurred in March, when electronic health records vendor
Allscripts acquired dbMotion, which makes software
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TOP FIVE COMPANIES
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that helps healthcare providers share medical
information across software platforms. UPMC
was the largest shareholder in dbMotion; it
bought a stake in the company in 2006 and
then helped develop the software for its own
and others’ use. UPMC’s take from the Allscripts acquisition: $67.8 million, on an original investment of $30.5 million.
UPMC (formerly University of Pittsburgh Medical Center) is one of the country’s largest integrated healthcare companies, a nonprofit with
fiscal year 2013 revenue of more than $10 billion. It operates more than 20 hospitals and 400
physician offices and outpatient sites in Pennsylvania, and it’s also one of the state’s largest
health insurance plans with more than 2.1 million members. In its role as both provider and
payer, it takes an aggressive approach to implementing and developing technology to make
healthcare more effective and efficient. For its
track record of executing on that IT strategy, InformationWeek chose UPMC as the No. 1 company in this year’s InformationWeek 500 ranking.
A Haven For New Development
Observers can see UPMC’s technology ambitions in action at its Technology Develop-
“Everything we do here is done with an eye
to bringing a product to market.” — Rebecca Kaul, UPMC’s
Technology Development Center president
ment Center, a tech incubator/lab located in
a hip area of Pittsburgh. (TDC is housed in the
same renovated bakery building as Google’s
Pittsburgh office. Look for the yellow, red and
blue picnic umbrellas on the roof.)
There, about 120 employees — it plans to
hire 80 more over the next two years —
search for the next dbMotion. “Everything we
do here is done with an eye to bringing a
product to market,” says TDC president Rebecca Kaul.
UPMC’s model is to first try to use off-theshelf technology to meet the needs of its clinicians, insurance teams and other business
groups. It uses EHR systems from Cerner and
Epic, for example. But if it can’t quite find the
technology it needs, TDC will look to develop
it, often in a joint venture with a large vendor
or by taking a stake in a startup, in which case
UPMC can influence development.
For example, TDC is developing a telemedicine platform called Virtual Care Collaboration. By combining videoconferencing with
medical records, UPMC is hoping it can kickstart the much-discussed but little-used practice of telemedicine. For UPMC, that initiative
could add revenue if more rural Pennsylvania
residents — people who wouldn’t have
braved the congested bridges and tunnels
around downtown Pittsburgh for an in-person visit — use UPMC specialists for video
consults.
The pieces of the browser-based VCC system aren’t unique, but TDC thinks it can bring
them together in a unique way. VCC so far is
used in two UPMC hospitals and several of its
clinics.
The big obstacle to telemedicine isn’t the
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technology, Kaul says. It’s the business model.
Health insurance plans often won’t pay for
telemedicine consultations, and licensing
rules can prevent doctors from treating patients across state lines. But UPMC Health Plan
and some other insurers are starting to cover
telemedicine appointments.
As for UPMC’s business model for VCC, Kaul
is undecided. Is this a technology platform it
should sell? Or is VCC part of a telemedicine
service that lets UPMC sell its clinical services
to new markets?
Cloud Computing Ahead
Cloud software and infrastructure aren’t very
popular in healthcare because they require
patient data to leave the healthcare provider’s
own data center. But having done the math,
UPMC CIO Drawbaugh is pretty sure that
providers have to get over their cloud fears.
UPMC has about 5 PB of data today, and that
volume is doubling every 18 months. So in
about three years, it will have 20 PB of data, including medical images, genomic data and remote patient monitoring data. Drawbaugh
doubts that UPMC can afford to build enough
conventional data center capacity to cope
informationweek.com
By letting doctors cut and paste in e-records,
“what we’ve created, unfortunately, is an ongoing
patient blog.” — Dan Martich, UPMC’s chief medical information officer
with that data. “My gut is we have to partner,”
he says.
Partnering means UPMC buying infrastructure-as-a-service from vendors such as Amazon Web Services, Hewlett-Packard, IBM or Oracle so it doesn’t have to spend tens of
millions of capital dollars on data centers. Any
of those vendors can provide the underlying
hardware, Drawbaugh says. “Then you look at
the value add.”
That’s when UPMC’s entrepreneurial IT tendencies kick in. Can UPMC help one of those
IaaS vendors build a cloud infrastructure
tuned to the needs of healthcare providers
and insurers? Drawbaugh’s on the case.
Analytics At The Heart Of Healthcare
Under one of the industry’s most ambitious IT initiatives, UPMC plans to spend $100
million over the next five years to create a
data warehouse that combines clinical, genomic, insurance, financial and other information from more than 200 sources. It’s partnering with Oracle, IBM, Informatica and
dbMotion.
The initiative ties into the aspect of U.S.
healthcare reform that aims to change how
care is delivered and paid for. Under this notion of population health and accountable
care, providers will get paid to keep a group
of people — say, all the employees at a company — healthy, creating financial incentives
for providers to step up their preventive care
and minimize mishaps that lead to hospital
readmissions.
“You can’t do that without analytics,” says
Dr. Steve Shapiro, UPMC’s chief medical and
scientific officer. For example, in a recent
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UPMC study of the use of a particular catheter,
it found that the catheter wasn’t used consistently, but that on average it led to better outcomes. But the device is also more expensive,
leading to the next layer of clinical data research to understand which patients benefit
under which circumstances. All that data will
eventually be presented to doctors to help
them make decisions. (UPMC created a company, Evolent Health, with the Advisory Board
Co. to market population health services and
technology.)
That type of benefit-cost analysis is just the
start. Researchers such as Adrian Lee will push
UPMC’s IT department to do much more with
data, to allow personalized medicine based
on a patient’s individual genome.
Lee, director of the Women’s Cancer Research Center at the University of Pittsburgh
Cancer Institute and Magee-Womens Research Institute, is studying the role of hor-
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mones such as estrogen and progesterone
in the development of breast cancer. His
work focuses on genomic data unique to
each patient. That research will start to home
in on particular genome combinations for
certain types of cancer, applying to only four
or five cases even for an operation as huge
as UPMC. In order to create large enough
data sets to study such small subsets, UPMC
has no other option but to find better ways
to share data with other healthcare pro viders. “It will force sharing,” Lee says.
Change And Challenges
UPMC is no health IT nirvana. Chief medical
information officer Dr. Dan Martich acknowledges that in the rush to implement EHRs to
comply with government mandates and financial incentives, “we broke a lot of things.”
By letting physicians cut and paste in erecords, for example, an in-hospital progress
note that used to neatly sum up the patient’s
daily status in half a page now can run 19
pages. “What we’ve created, unfortunately, is
an ongoing patient blog,” Martich says.
How frustrated are doctors? Physicians are
notorious for ignoring internal communications, so Martich had low expectations when
he sent staff physicians, residents and other
clinicians a survey about EHRs. One-fourth responded, and about 1,000 of them included
comments.
So Martich is leading an “e-record simplification” initiative aimed at capturing the data
needed for quality, compliance, billing and
patient use in the most efficient way.
A lot of change is being forced on the U.S.
healthcare industry, and technology lies
smack in the middle. Amid those changes,
UPMC is determined to find new ways to put
health IT to good — and lucrative — use.
—Chris Murphy (chris.murphy@ubm.com)
Sept. 9, 2013 14
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[
PLOT project helped
ConocoPhillips tell its
data story, says Bergman
(right, with Pfister)
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T
here’s nothing new about energy
companies using computers and data
analysis to find and produce more oil
and gas. But ConocoPhillips is taking this approach to the next level with PLOT, a custombuilt Plunger Lift Optimization Tool that has increased production from more than 4,500
natural gas wells by as much as 30%.
That’s just a start. ConocoPhillips is now taking PLOT, launched a few years ago, out of the
first of three phases, applying it to thousands
of additional plunger-lift-style gas wells in the
U.S. and Canada. In addition, it’s applying the
techniques and lessons learned to other types
of gas wells as well as to oil production.
The key to PLOT’s success has been getting
more wells connected to ConocoPhillips’ infrastructure, gathering more data from those
wells more frequently, and applying analyses
to optimize gas production. Plunger-lift technology has been around for decades, so wells
dating to the 1950s offer only basic gas pressure and flow-rate data. As part of the PLOT
initiative, ConocoPhillips is installing more
sensors to capture several more pressure and
temperature readings, and it’s sampling
those readings every 30 to 60 seconds, as opposed to once per hour or day. By calculating
pressure and temperature differentials at different parts of a well, ConocoPhillips can spot
wells that are producing efficiently and those
that aren’t.
“It’s like you’re trying to tell a story, but
you’re only looking at snapshots at certain
points in time,” explains Pat Bergman, a principal engineer in ConocoPhillips’ San Juan
business unit. “With PLOT, you’re looking at a
movie, and you can see so much more when
you have this higher-frequency data.” (The
San Juan Basin, the starting point for PLOT,
centered in New Mexico and Colorado, has
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most of the company’s plunger-lift wells.)
Well data used to be compiled in spreadsheets, and follow-up actions were manual
and labor-intensive. The PLOT initiative introduced 43 performance dashboards for individual wells and gas fields. Simple threshold alerts
let well operators know when plunger-lift operating cycles must be adjusted to eliminate
fluid buildups that restrict the flow of gas.
Internet Of Oil Wells
The move to improve connectivity, add
more sensors, and collect and analyze more
data is happening across ConocoPhillips and
throughout the oil and gas industry, says CIO
Mike Pfister.
To get more of its far-flung wells continuously connected, the company is building its
own 130-foot and 80-foot radio and Wi-Fi
towers to cover remote energy fields in South
Texas, where commercial carriers don’t offer
mobile coverage. This private communications network will keep wells in sync with
company data centers in Houston and
Bartlesville, Okla., where the information is
cleaned up, analyzed and stored.
“It’s an example of building an Internet of
informationweek.com
things, where we’re doing so much more sensoring, and that’s creating orders of magnitude more data,” Pfister says. “We’re loading
really large data sets and cutting the algorithms loose to try to understand how we can
improve our results.”
To cope with that growing scale of data,
ConocoPhillips has pilot projects underway in
the areas of high-scale data warehousing
(with Teradata), in-memory data analysis (SAP
Hana) and high-scale, multistructured data
processing (Hadoop). For the time being, PLOT
“We’re loading really large data
sets and cutting the algorithms
loose to try to understand how
we can improve our results.”
— Mike Pfister, ConocoPhillips’ CIO
is running on conventional databases, in part
because the old plunger-lift wells don’t generate as much data as newer wells.
“Like many other companies, we’re in the
process of figuring out how different this is
going to be than the traditional business in-
telligence and decision-support systems
we’ve used for years,” Pfister says.
Not A Support Function
ConocoPhillips’ 1,250-employee IT department isn’t viewed as a support organization
or a cost of doing business. It’s viewed as a
“discretionary investment that we make just
like equipment for drilling wells,” Pfister says.
That is, it’s run not as a service department,
but as a part of the business that’s every bit
as important as those that oversee other technologies at the core of oil and gas exploration.
Along with the heads of ConocoPhillips’ other
technology sectors — drilling operations, geology, as well as the company’s major capital projects — Pfister reports to Al Hirshberg, executive
VP, technology and projects, who in turn reports
to chairman and CEO Ryan Lance.
With the PLOT project and other data-intensive initiatives, ConocoPhillips’ IT department
is investing in people. Recent hires include experts in data quality and data acquisition. Data
quality has been a major challenge with PLOT,
given the company’s different generations of
remote terminal units (the computers stationed at wells) and different communications
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methods (over cellular, radio and Wi-Fi). Different data-polling cycles and missed polls have
contributed to data complexity and variability.
Change management is another challenge
on the PLOT project. Many well operators took
to the new dashboards quickly and are adjusting plunger-lift cycles and tweaking well operations every day to increase output. Others are
trained but either still don’t understand what
to change or just aren’t following through on
recommended actions, Bergman says.
It’s one reason the San Juan Business Unit is
moving to a centralized approach, whereby a
dozen people in an operations center monitor
all the wells and direct optimization efforts
rather than count on the hundreds of well operators — the people who travel from well to
well to make adjustments and maintain
equipment — to interpret the dashboards
and determine which actions to take. “The operations center staff will be able to see which
wells are operating within expected parameters and which ones are not, and they’ll be
able to direct the operators on which wells to
visit and what to do,” Bergman explains.
A next step in the PLOT program is to introduce automated well optimization based on
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alarm thresholds. ConocoPhillips originally
planned to roll out that functionality in the third
phase of the project. But Bergman says the
company has learned that certain thresholds
are clearly associated with specific well condi-
Change management is a big
challenge. Many well operators
took to the new dashboards
quickly; others are still struggling
or just aren’t following through.
tions, so it can take action remotely. “We had to
be very confident in what a series of alarms
means because the last thing you want to do is
somehow reduce well productivity,” he says.
Atypical Investment
The PLOT program isn’t a typical industry investment considering that gas prices are relatively low and plunger-lift wells in the San
Juan Basin tend to be old and generate small
profit margins. Oil and gas companies are
more typically investing in areas supported by
newer technologies, such as horizontal drilling
and hydraulic fracturing. ConocoPhillips is indeed making those investments, too.
“The encouraging thing about PLOT is that
we didn’t have to spend a lot of money,” says
Pfister, though the company won’t disclose
the investment amount, “and yet it improved
the efficiency of those wells and got that business unit back to being competitive with
other choices we have for investment.”
ConocoPhillips has plenty of work ahead to
expand its PLOT dashboards and automation
capabilities and to take the approach to its
gas fields in Canada and the North Slope of
Alaska. That approach has also helped advance the company’s data analysis and optimization practices with other types of wells,
Pfister says.
Improved efficiency is a reward in itself, and
in the case of PLOT, benefits accrue at multiple
levels: improving the company’s revenue and
the value of its wells, reducing greenhouse
gas emissions tied to inefficient wells, and
eliminating unnecessary trips to each well by
using remote monitoring. The project is also
reducing U.S. dependence on imported oil by
making the most of domestic energy sources.
— Doug Henschen (douglas.henschen@ubm.com)
Sept. 9, 2013 17
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[
Knowing which stores
to check for inventory
is “the secret sauce,”
Chapman says
Gap Connects Store And Web
s the U.S.’s largest specialty apparel
chain, Gap needs to keep the shelves
well stocked at its 2,551 U.S. stores
and 3,100 worldwide, and that means keeping
a lot of in-store inventory. At the same time,
Gap needs enough inventory in its e-commerce fulfillment channel to meet that growing demand.
To bridge those two inventory sources, Gap
came up with an algorithm, known as Ship
From Store, at the end of 2012 and implemented it in the website e-commerce system.
Ship From Store lets online shoppers buy directly from store inventory — though not from
all stores, a factor that’s key to making the new
feature profitable.
The challenge was that the e-commerce sys-
A
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tem would bog down if it had to check the inventory of every store, which changes hour by
hour. So knowing which stores to include is
“the secret sauce,” says Paul Chapman, Gap’s
senior VP of IT. Asked how many stores the system taps, or what percentage of online shoppers find items in warehouses compared with
before Ship From Store, Chapman says that’s
proprietary information. Other retailers, Chapman believes, are working on this same Ship
From Store concept.
Another reason not all Gap locations are included: The staff in participating stores must be
trained and equipped to receive an order and
ship the goods, the same as a fulfillment and
distribution center. When the website tells a
customer that a Ship From Store delivery will
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occur the next day, “it’s up to us to make that
happen,” says Chapman. His developers have
blended Ship From Store into the e-commerce
system so that customers aren’t aware of it.
A Digital Retail Strategy
The blurring lines between stores and online help explain why Gap’s IT and product
management teams are located next to each
other in the retailer’s open floor plan headquarters, and why both are part of its growth,
innovation and digital business unit. As the
teams work on problems such as Ship From
“Our algorithm isn’t static. As we
learn more, we update our rules.”
— Paul Chapman, Gap’s senior VP of IT
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Store, they do so with the backdrop of Gap
CEO Glenn Murphy’s dictum that all parts of
the company are striving “to make shopping
seamless to our customers through our digital
strategy.”
The first phase of Ship From Store enhanced
the online shopping experience, but other
customers, having found an item online, still
want to see it before purchase. They want to
try it on, touch the fabric and see the color.
“Most customers do pre-shopping,” says
Chapman. “They love to go out to our website and browse the merchandise.” To satisfy
those shoppers, Gap teams added a Find In
Store function, which advises shoppers
where to find the nearest store with that
item. Find In Store soon led to the idea for
Reserve In Store, where a shopper can set
aside and hold an item for 24 hours. Gap is
testing that feature in Chicago and San Francisco stores.
The progression shows that Ship From Store
wasn’t a single project that IT launched into
production and then moved on. With the additions, IT must constantly review how the
system as a whole is functioning and make revisions. “It’s not different from what Google
does when it comes to searching on content,”
Chapman says. “Our algorithm isn’t static. As
we learn more, we update our rules.”
Ship From Store started at Gap stores, but
the retailer has added it to the e-commerce
systems of two Gap-owned chains, Banana
Republic and Athleta. Another brand, Old
Navy, “is being looked at it very closely,” says
Chapman.
On the day of InformationWeek’s interview,
Gap, which had revenue of $15.7 billion in
2012, reported higher-than-expected earnings for its second quarter of 2013. Asked if
Ship From Store had anything to do with
those results, VP of product management
Josh Mahoney says that “it’s having a positive impact.” Gap also is opening its first Old
Navy store and e-commerce site in China
next year, and a Gap store and e-commerce
site in Taiwan.
All the new features — Ship From Store, Find
In Store and Reserve In Store — illustrate
what Mahoney’s group looks at as an “omnichannel” strategy, where the experience of
online shopping on a PC, smartphone or
tablet and in-store shopping combine into
one experience.
Gap shows how digital business requires IT
teams with keen understanding of their customers and their company’s strategy. Ship
From Store, says Chapman, “is an important
strategic weapon for this company to address
an emerging channel.”
— Charles Babcock (charles.babcock@ubm.com)
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TOP FIVE COMPANIES
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[
Stobbart didn’t
want to leave money
on the table
Website Drives Used Truck Sales
T
hroughout 2009 and 2010, used
trucks grew more appealing to businesses because the economy was in
the dumps. Penske Truck Leasing, which has
a steady supply of used trucks coming off
leases, realized it was missing out on revenue by selling those trucks to wholesalers
informationweek.com
and not directly to would-be buyers.
Penske had relied on a bare-bones website
used mostly by wholesale buyers, as well as by
local Penske used-truck coordinators who
used the site as reference material when assisting wholesalers. What Penske needed was a
website good enough to sell to wholesalers as
well as directly to the end customer, like the
owner of a flower shop or hardware store who
needed a cargo van or box truck.
The result — PenskeUsedTrucks.com,
launched in mid-2011 — shows how various
business units must work together to pull off a
major e-commerce project. “Our vehicle remarketing group was the first to recognize the
value of used trucks and that we were leaving
money on the table with our current model,”
says Bill Stobbart, Penske’s senior VP of IT. “They
brought in our marketing staff to evaluate how
we could use a new website to attract more
buyers, who then tapped IT to build the site.”
The resulting site looks a lot closer to CarMax.com than an old Web-based catalog. Every
type of Penske vehicle, from a standard cargo
van to a refrigerated 18-wheel trailer truck, is
searchable on the site. The number of vehicles
for sale can vary from 3,500 to 5,000 units, and
Penske updates the inventory every day. A vehicle comparison tool lets a buyer select up to
five trucks side by side to compare price,
mileage, weight, horsepower and other specs.
Maintenance reports show a vehicle’s repair
and maintenance history for the last three
years. Buyers can close the sale on one or a fleet
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of trucks by phone via Penske’s call center.
Penske used staff programmers, search-engine optimization analysts and Web designers, plus input from designers and usability
experts from an outside firm. But creating the
new site brought its share of challenges.
Trouble With Keywords And Photos
The Penske team knew it needed the right
terminology and keywords to get the attention
“We went from having a keyword
base of about 100 vehicle names
to 2,200.”
— Bill Stobbart, Penske’s senior VP of IT
of shoppers and search engines, so IT and marketing did customer interviews to get it right.
”We say ‘cargo van,’ but some people refer to it
as a high cube or a box truck,” says Stobbart.
After the added keywords and cross-referencing, “we went from having a keyword base of
about 100 vehicle names to 2,200,” he says.
Another problem was something Stobbart
says he and the team took for granted in the
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planning stages: collecting and organizing
photos. “Getting images on the site wouldn’t
seem like a challenge,” he says, “but we don’t
have a centralized truck lot. Our total fleet
runs out of 2,500 locations nationwide.”
The fix required reengineering Penske’s fleet
management system and requiring that whenever the company lists a new vehicle for sale
on the site, five images must come with it.
The Search And Social Push
Having a good product and building a useful
website are table stakes these days. Attracting
customers takes an aggressive search engine
optimization and social media strategy.
The Penske marketing team follows Google’s
SEO advice to spread across the site keywords
that customers use when searching. For website traffic analytics, Penske uses Omniture
software to examine what keywords drive visitors to the site, where buyers are coming
from, how long they stay on the site, what
pages they visit and how long before they
drop off.
Penske also fine-tuned its site architecture
and code so that Google search results include
rich details such as the price and availability of
a vehicle right within the result. All the optimization helped drive a 37% increase in
Google natural search traffic in 2012 and a 39%
increase in site visits compared with 2011.
For social media and blogging, Penske’s
marketing team uses a company blog called
Move Ahead as a content hub where the
team posts daily truck specials and directs
traffic to the PenskeUsedTrucks.com site. The
team also tweets about daily truck specials in
the morning and evening. Penske has thriving
company pages on Facebook, YouTube, Pinterest and Google+. ”We’re still learning how
to make social media work for us,” says Randy
Ryerson, Penske’s director of corporate communications. “... It’s not the same return as
paid or organic search, but it reinforces our
online presence.”
In October, Penske’s adding a mobile version of the site.
Stobbart advises any large company building or overhauling a retail website to be patient and determined, because a website is
forever evolving. “Whatever you do, don’t approach it as something that you’ll get done
quickly and go on to your next project.”
— Shane O’Neill (shane.oneill@ubm.com)
Sept. 9, 2013 21
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[
through which patients could connect with
MCH specialists from as far away as Ecuador
and Ukraine.
Martinez’s IT team helps
MCH pursue new
business models
Telemedicine
Creates Opportunity
he launch of Miami Children’s Hospital’s telehealth command center in
2012 marked the beginning of a threepronged initiative to expand the reach of pediatric care while driving new sources of revenue for the hospital. The $2 million
command center provides high-definition
T
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cameras and large monitors to enable physician-to-patient and physician-to-physician
communication as well as remote reading of
diagnostic tests.
With the central command center in place,
MCH developed three telemedicine models —
mobile, semistatic and extremely static —
Mobile: An Experimental Model
MCH developers spent three months creating an iPad app that acts as a virtual exam
room, which is now in pilot tests. The idea is
that families will be able to download the app,
log in from home and request an appointment
with a general physician ($30 out of pocket per
consultation) or a specialist ($50 out of pocket
per consultation). MCH is looking at this as a
cash business that doesn’t involve the usual
billing through an insurance company. The
cloud-based app provides an interface for clinical care and patient billing.
A separate physician app allows doctors to
log in from the MCH command center or from
their own devices and choose patients who
are online in the virtual waiting room. They
would then select a patient and engage in an
encrypted video consult.
As the mobile model exists now, the app is
most appropriate for consultative services because the physician is limited to a visual examination. It’s intended for patients with a light
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fever or other nonemergency symptoms.
MCH is working to integrate at-home diagnostic medical tools into the mobile app.
These are Bluetooth-enabled medical devices,
such as blood pressure cuffs or stethoscopes
that families could use to provide data to
physicians.
Right now the app is still in the pilot stage
and only available to a few hundred families
within the vicinity of the hospital. The plan is to
“There’s a shortage of pediatric
subspecialists. Now they can be
present in rural counties
and areas where most demand
occurs.” — Ed Martinez, Miami Children’s CIO
take the program national, with doctors staffed
at the command center around the clock.
To build the app, developers used APIs for
Vidyo’s videoconferencing service, and the
rest of the app was created in-house by four
iOS developers and one designer. The app integrates with MCH’s Cerner electronic health
record. MCH execs think patients and family
informationweek.com
members will find the experience similar to
consumer services such as Apple’s FaceTime.
In addition to iPad use for telehealth, the
tablet platform has become a part of MCH’s
administrative infrastructure. Patients register
using an app that allows them to input initial
medical, billing and demographic information
through the tablet. Later this year, MCH expects to collect payment by swiping a credit
card through a device attached to the iPad. Patients can read and sign consent forms on the
iPad. The iPads have enabled a series of standardized ADHD screening questions that MCH
gives all parents of children ages 4 through 18
when they visit the Pediatric Care Center.
MCH has focused its technology strategy on
reducing the time it takes to get patients from
triage through registration. The iPad-enabled
registration is part of the improvement, and so
is a transition from a paper system to an electronic system that uses Bluetooth-enabled
medical devices to transmit patient data directly into the electronic health record. Previously, a nurse would take a patient’s vitals, write
the data down on paper and manually input
that data into the EHR. Now the data is transmitted from the blood pressure cuff or stetho-
scope directly to the EHR. It’s these kinds of
tech-enabled process changes that healthcare
needs to make more effective use of IT.
Semistatic Model: International Growth
MCH has deployed a number of medical carts
equipped with videoconferencing technology
and clinical tools to hospitals in the U.S. and
abroad. For $100 an hour, patients can receive a
live consult with an MCH specialist working out
of the Miami telehealth command center. A local
hospital physician is present with the patient to
operate the clinical tools (such as stethoscope,
blood pressure cuff and exam camera) and
have a physician-to-physician conversation
with the patient in the room. Clinicians can
move the cart around the hospital as needed.
MCH has the carts live in hospitals in Ecuador,
the Cayman Islands, the Vatican and Ukraine,
among other places. MCH leases the carts to
hospitals for about $1,000 a year. The carts are
leased rather than sold to give MCH the control
to ensure that the technology stays up to date.
Extremely Static: Eyeing New Channels
Hoping to capitalize on the quick clinic
trend, MCH is partnering with HealthSpot, a
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medical kiosk producer, to bring medical care to retail environments such as malls and shopping centers. The kiosk has videoconferencing equipment
and clinical tools such as thermometer, stethoscope,
blood pressure cuff and otoscope for checking ears,
but a doctor isn’t physically present. Instead, a nurse
or other practitioner assists with the consult as an
MCH physician conducts a virtual examination via
videoconference. All of the consultations are
recorded and can be referenced by the physician or
patient.
“The kiosks create new market opportunities,”
MCH CIO Ed Martinez says. “There’s a shortage of
pediatric subspecialists. Now they can be present in
rural counties and areas where most demand
occurs.”
MCH is in talks with retailers and expects to roll out
its first kiosks in September. MCH is also discussing
deploying a kiosk to a city in Russia in October. Kiosks
are intended for nonurgent care patients. Beyond
shopping malls, Martinez envisions kiosks at places
such as airports or even cruise ship ports.
With all three of these new models, MCH is preparing for a changing healthcare market where more of
people’s care will be delivered without going to a
hospital, so hospitals will need to find new sources of
revenue.
— Alex Kane Rudansky (alex.rudansky@ubm.com)
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Table of Contents
Top 250 Innovators
RANK
COMPANY
More Innovators Online
1
Our full InformationWeek 500
list is available online, where
you can sort it alphabetically
or by industry.
2
UPMC
$11,000
upmc.com, Pittsburgh, Pa.
ConocoPhillips
$62,004
conocophillips.com, Houston, Texas
Gap Inc.
$15,700
gapinc.com, San Francisco, Calif.
Penske Truck Leasing Co. LP
$5,130
gopenske.com, Reading, Pa.
Miami Children’s Hospital
—
mch.com, Miami, Fla.
John Deere
$36,157
deere.com, Moline, Ill.
Intermountain Healthcare
$4,700
intermountainhealthcare.org, Salt Lake City, Utah
E. & J. Gallo Winery
$3,200
gallo.com, Modesto, Calif.,
Board of Regents, Univ. System of Georgia $7,374
usg.edu, Atlanta, Ga.
Royal Caribbean Cruises Ltd.
$7,688
royalcaribbean.com, Miami, Fla.
Caesars Entertainment Corp.
$8,586
caesars.com, Las Vegas, Nev.
Beth Israel Deaconess Medical Center
$1,300
bidmc.org, Boston, Mass.
Healthways Inc.
$677
healthways.com, Franklin, Tenn.
The Energy Authority
—
teainc.org, Jacksonville, Fla.
Virtual Radiologic
$283
vrad.com, Eden Prairie, Minn.
3
4
5
6
7
8
9
10
11
12
13
14
15
informationweek.com
REVENUE IN MILLIONS
HIGHEST-RANKING IT EXECUTIVE
RANK
COMPANY
Daniel S. Drawbaugh
Sr. VP & CIO
Mike Pfister
CIO
Paul Chapman
Sr. VP of IT for Growth, Innov. & Dig.
William L. Stobbart
Sr. VP of IT
Edward Martinez
Sr. VP & CIO
John May
Pres., Agricultural Solutions & CIO
Marc Probst
VP & CIO
Kevin Barnes
VP of Global IS
Curtis A. Carver Jr.
Vice Chancellor & CIO
Bill Martin
VP & CIO
Charly Paelinck
Sr. VP & CTO
John D. Halamka, MD
CIO
Guy Barnard
CIO
Thomas E. Harvey
VP of IT & CIO
Rick Jennings
CTO
16
Acxiom Corp.
acxiom.com, Little Rock, Ark.
R.R. Donnelley
rrdonnelley.com, Chicago, Ill.
Vanguard Health Systems
vanguardhealth.com, Nashville, Tenn.
CUNA Mutual Group
cunamutual.com, Madison, Wis.
Lehigh Valley Health Network
lvhn.org, Allentown, Pa.
JM Family Enterprises Inc.
jmfamily.com, Deerfield Beach, Fla.
University of Florida Health
ufhealth.org, Gainesville, Fla.
Carestream Health
carestream.com, Rochester, N.Y.
NCR Corp.
ncr.com, Duluth, Ga.
Children’s Medical Center Dallas
childrens.com, Dallas, Texas
Broadcast Music Inc.
bmi.com, New York, N.Y.
Accenture
accenture.com, New York, N.Y.
Esurance Insurance Services Inc.
esurance.com, San Francisco, Calif.
The Progressive Group of Insurance Cos.
progressive.com, Mayfield Village, Ohio
The Active Network Inc.
activenetwork.com, San Diego, Calif.
17
18
19
20
21
22
23
24
25
26
27
28
29
30
REVENUE IN MILLIONS
$1,099
$10,222
$5,949
$2,600
—
$11,500
$1,086
—
$5,730
$2,266
$925
$27,900
$1,024
$17,084
$419
Financial data is from public sources and company supplied. Revenue is for lastest fiscal year. Dashes are for companies requesting financial data not be disclosed.
HIGHEST-RANKING IT EXECUTIVE
Kevin Zaffaroni
Sr. VP of IT
Ken O’Brien
Exec. VP & CIO
C. Scott Blanchette
Sr. VP & CIO
Rick Roy
Sr. VP & CIO
Harry F. Lukens
Sr. VP & CIO
Ken Yerves
Exec VP & CAO
Kari Cassel
Sr. VP & CIO
Bruce Leidal
CIO
William T. VanCuren
Sr. VP & CIO
Pamela Arora
VP & CIO
James A. King
Sr. VP of Business Op., Tech. & Prod.
Frank B. Modruson
CIO
Elinor MacKinnon
Managing Director & CIO
Raymond Voelker
CIO
Darko Dejanovic
President
Sept. 9, 2013 25
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TOP 250 COMPANIES
RANK
COMPANY
31
La Quinta Inns & Suites
—
lq.com, Irving, Texas
Salvation Army U.S.A. Western Territory
—
usw.salvationarmy.org, Long Beach, Calif.
Toyota Motor Sales U.S.A. Inc.
$63,400
toyota.com, Torrance, Calif.
Enterasys Networks Inc.
—
enterasys.com, Salem, N.H.
General Motors Co.
$152,256
gm.com, Detroit, Mich.
University Health System
$500
universityhealthsystem.com, San Antonio, Texas
AT&T Inc.
$127,434
att.com, Dallas, Texas
Comcast Corp.
$39,604
corporate.comcast.com, Philadelphia, Pa.
The University of Oklahoma
$859
ou.edu, Norman, Okla.
Intel Corp.
$53,300
intel.com, Santa Clara, Calif.
National Financial Services LLC
—
nationalfinancial.com, Boston, Mass.
CRST International Inc.
—
crst.com, Cedar Rapids, Iowa
PNC Financial Services Group Inc.
$15,512
pnc.com, Pittsburgh, Pa.
PACCAR Inc.
$17,050
paccar.com, Bellevue, Wash.
UPS
$54,127
ups.com, Atlanta, Ga.
Verizon Communications Inc.
$115,846
verizon.com, New York, N.Y.
Coca-Cola Enterprises Inc.
$8,062
cokecce.com, Atlanta, Ga.
Equifax Inc.
$2,161
equifax.com, Atlanta, Ga.
Dignity Health
$10,522
dignityhealth.org, San Francisco, Calif.
Tata Consultancy Services Ltd.
$11,600
tcs.com, New York, N.Y.
Principal Financial Group Inc.
$9,215
principal.com, Des Moines, Iowa
Aetna Inc.
$36,596
aetna.com, Hartford, Conn.
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
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REVENUE IN MILLIONS
HIGHEST-RANKING IT EXECUTIVE
RANK
COMPANY
Vivek Shaiva
Exec. VP & CIO
Clarence White
IT Secretary & CIO
Zack Hicks
Group VP & North America CIO
Dan Petlon
CIO
Randy Mott
GM, Sr. VP of Global IT & CIO
William Phillips
Sr. VP & CIO
Thaddeus Arroyo
CIO
Scott Alcott
Sr. VP & CIO
Loretta Early
University VP & CIO
Kimberly S. Stevenson
Corp. VP & CIO
Ronald DePoalo
CIO
Steve Hannah
CIO
Steven Van Wyk
Exec. VP, Head of Tech. & Op.
Kyle Quinn
VP & CIO
David Barnes
Sr. VP & CIO
Roger Gurnani
Exec. VP & CIO
Esat Sezer
Sr. VP & CIO
David C. Webb
CIO
Deanna Wise
Exec. VP & CIO
Alok Kumar
VP & Global Head, Int. IT & Shrd. Svcs.
Gary Scholten
Sr. VP & CIO
Meg McCarthy
Exec. VP, Operations & Technology
53
BP PLC
$388,285
bp.com, Houston, Texas
Digital River Inc.
$386
digitalriver.com, Minnetonka, Minn.
Sanford Health
$3,000
sanfordhealth.org, Sioux Falls, S.D.
MicroTechnologies LLC (dba MicroTech)
$305
microtech.net, Tysons Corner, Va.
International Business Machines Corp. $104,507
ibm.com, Armonk, N.Y.
Fiserv Inc.
$4,482
fiserv.com, Brookfield, Wis.
PricewaterhouseCoopers LLP
$31,510
pwc.com, New York, N.Y.
CDW
$10,128
cdw.com, Vernon Hills, Ill.
Littelfuse Inc.
$668
littelfuse.com, Chicago, Ill.
RadNet Inc.
$647
radnet.com, Los Angeles, Calif.
Centene Corp.
$8,668
centene.com, St. Louis, Mo.
Quintiles
$4,866
quintiles.com, Durham, N.C.
Vivint Inc.
—
vivint.com, Provo, Utah
The Procter & Gamble Co.
$83,680
pg.com, Cincinnati, Ohio
First Horizon National Corp.
$1,400
firsthorizon.com/about-us, Memphis, Tenn.
University of Pennsylvania Health System $4,300
pennmedicine.org, Philadelphia, Pa.
Cerner Corp.
$2,665
cerner.com, Kansas City, Mo.
Cancer Treatment Centers of America Inc.
—
cancercenter.com, Schaumburg, Ill.
Arizona State University
$1,500
asu.edu, Tempe, Ariz.
Dish Network LLC
$14,270
dish.com, Englewood, Colo.
AG Interactive
$1,869
americangreetings.com, Cleveland, Ohio
Central Transport
—
centraltransport.com, Warren, Mich.
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
REVENUE IN MILLIONS
Dana Deasy
Group VP & CIO
Christopher Rence
Sr. VP & CIO
Arlyn Broekhuis
VP & CIO
Tony Jimenez
President & CEO
Jeanette Horan
VP & CIO
Clifford Skelton
Exec. VP & CIO
Philip Garland
U.S. CIO
Jon Stevens
Sr. VP of Operations & CIO
Ed Earl
CIO
Ranjan Jayanathan
CIO
Don Imholz
Exec. VP & CIO
Richard Thomas
CIO
Todd Thompson
CIO
Filippo Passerini
Group Pres., Global Bus. Svcs. & CIO
Bruce Livesay
Exec. VP & CIO
Michael Restuccia
VP & CIO
Bill Graff
Sr. VP, Cerner Technology Services
Chad A. Eckes
Chief Strategy Officer & CIO
Gordon Wishon
CIO
Mike McClaskey
Sr. VP & CIO
Joseph Yanoska
VP of Technology
John “CJ” Wysokinski
CIO & COO
Sept. 9, 2013 26
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TOP 250 COMPANIES
RANK
COMPANY
75
UniGroup
—
unigroup.com, St. Louis, Mo.
Nationwide Children’s Hospital
—
nationwidechildrens.org, Columbus, Ohio
Discover Financial Services
$7,653
discover.com/company, Riverwoods, Ill.
Xerox Corp.
$22,390
xerox.com, Norwalk, Conn.
Hyatt Hotels Corp.
$3,949
hyatt.com, Chicago, Ill.
Oncor Electric Delivery Co. LLC
—
oncor.com, Dallas, Texas
Palmetto GBA LLC
$330
palmettogba.com, Columbia, S.C.
Associated Press
—
ap.org, New York, N.Y.
Ketchum Inc.
—
ketchum.com, New York, N.Y.
Catholic Health Partners
$3,800
health-partners.org, Cincinnati, Ohio
AXA Equitable Life Insurance Co.
$116,040
axa-equitable.com, New York, N.Y.
Raytheon Co.
$24,414
raytheon.com, Waltham, Mass.
Merck & Co. Inc.
$47,267
merck.com, Whitehouse Station, N.J.
Iron Mountain Inc.
$3,005
ironmountain.com, Boston, Mass.
Walgreen Co.
$71,633
walgreens.com, Deerfield, Ill.
The Boeing Co.
$81,698
boeing.com, Chicago, Ill.
World Wide Technology
$5,041
wwt.com, Maryland Heights, Mo.
CareerBuilder LLC
—
careerbuilder.com, Chicago, Ill.
Pfizer Inc.
$58,986
pfizer.com, New York, N.Y.
Electronic Arts Inc.
$4,143
ea.com, Redwood City, Calif.
GE Power & Water, Renewable Energy $28,000
ge-energy.com, Schenectady, N.Y.
Cigna Corp.
$29,119
cigna.com, Bloomfield, Conn.
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
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REVENUE IN MILLIONS
HIGHEST-RANKING IT EXECUTIVE
RANK
COMPANY
Anthony M. DeCanti
Sr. VP & CIO
Denise Zabawski
VP of IS & CIO
Glenn Schneider
Sr. VP & CIO
Carol J. Zierhoffer
Corp. VP & CIO
Alex Zoghlin
Global Head of Technology
Joel Austin
VP & CIO
Nella Bishop
VP of Systems & Support & CIO
Lorraine Cichowski
Sr. VP & CIO
Pete Donina
Exec. VP of IT
Rebecca Sykes
Sr.VP of Resource Management & CIO
Michael B. Healy
Exec. Director & CIO
Rebecca R. Rhoads
Glbl. Bus. Svcs. Grp. Leader,VP & CIO
Clark Golestani
Exec. VP & CIO
Tasos Tsolakis
Exec. VP, Chief Info. & Glbl. Svcs. Off.
Timothy J. Theriault
Chief Info., Inno. & Improve. Officer
Kim Hammonds
CIO
Michael Taylor
VP of IT
Roger Fugett
Sr. VP of IT
Jeffrey E. Keisling
Sr. VP & CIO, Business Technology
Rajat Taneja
CTO
Joanne Kugler/Julia Dalger
CIO, Power & Water/CIO, Renew. En.
Mark Boxer
Exec. VP & Global CIO
97
Scottrade Inc.
—
scottrade.com, St. Louis, Mo.
Dollar General
$16,022
dollargeneral.com, Goodlettsville, Tenn.
GlaxoSmithKline
$42,000
us.gsk.com, Research Triangle Park, N.C.
USI Insurance Services LLC
$721
usi.biz, Briarcliff Manor, N.Y.
Johns Hopkins Medicine
$6,773
hopkinsmedicine.org, Baltimore, Md.
Occidental Petroleum Corp.
$24,172
oxy.com, Los Angeles, Calif.
Dallas Cowboys Football Club
—
dallascowboys.com, Irving, Texas
Unisource Worldwide Inc.
$4,100
unisourceworldwide.com, Norcross, Ga.
ProQuest LLC
—
proquest.com, Ann Arbor, Mich.
Heartland Payment Systems Inc.
$2,013
heartlandpaymentsystems.com, Princeton, N.J.
Pacific Gas and Electric Co.
$15,040
pge.com, San Francisco, Calif.
FedEx
$42,680
fedex.com, Memphis, Tenn.
Carolinas HealthCare System
$4,417
carolinashealthcare.org, Charlotte, N.C.
Citrix Systems Inc.
$2,586
citrix.com, Santa Clara, Calif.
Ricoh Americas Corp.
$23,000
ricoh-usa.com, Malvern, Pa.
First Data Corp.
$10,680
firstdata.com, Atlanta, Ga.
Purdue Pharma LP
—
purduepharma.com, Stamford, Conn.
Delphi Automotive PLC
$15,519
delphi.com, Troy, Mich.
Shaw Industries Group Inc.
$4,200
shawfloors.com, Dalton, Ga.
George Mason University
$888
gmu.edu, Fairfax, Va.
World Vision International
$2,800
wvi.org, Monrovia, Calif.
Vanguard
—
vanguard.com, Valley Forge, Pa.
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
REVENUE IN MILLIONS
Ian Patterson
CIO
Ryan Boone
Sr. VP & CIO
Joe Touey
Sr. VP of IT, North America Pharm.
Stewart Gibson
Sr. VP & CIO
Stephanie Reel
Sr. VP of IS & CIO
Yanni Charalambous
VP of IT
John Winborn
CIO
Donna M. Long
Sr. VP & CIO
Richard Belanger
CIO
Kris Herrin
CTO
Karen Austin
Sr. VP & CIO
Robert B. Carter
Co-CEO & CIO
Craig Richardville
Sr. VP & CIO
Paul Martine
VP of Worldwide Operations & CIO
Tracey Rothenberger
Exec. VP & COO
Guy Chiarello
President
Larry A. Pickett Jr.
VP & CIO
Timothy C. McCabe
Sr. VP & CIO
Roddy McKaig
VP & CIO
Joy R. Hughes
VP of IT & CIO
Ed Anderson
Global CIO
John Marcante
Managing Director & CIO
Sept. 9, 2013 27
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TOP 250 COMPANIES
RANK
COMPANY
119
Wellmark Inc.
—
wellmark.com, Des Moines, Iowa
American Systems Corp.
$350
americansystems.com, Chantilly, Va.
Sarasota Memorial Health Care System
$493
smh.com, Sarasota, Fla.
Ultimate Software
$332
ultimatesoftware.com, Weston, Fla.
PPD
—
ppdi.com, Wilmington, N.C.
Eurpac Strategic Partners
—
www.eurpacsp.com, Dallas, Texas
The Home Depot Inc.
$74,800
homedepot.com, Atlanta, Ga.
Sirva Inc.
—
sirva.com, Westmont, Ill.
Advocate Health Care
$4,599
advocatehealth.com, Oak Brook, Ill.
Via Christi Health
$1,136
via-christi.org, Wichita, Kan.
Northwestern Mutual
25,000
northwesternmutual.com, Milwaukee, Wis.
CommVault Systems Inc.
$496
commvault.com, Oceanport, N.J.
Norton Healthcare Inc.
—
nortonhealthcare.com, Louisville, Ky.
Computer Task Group Inc. (CTG)
$424
ctg.com, Buffalo, N.Y.
Educational Testing Service
—
ets.org, Princeton, N.J.
Panduit Corp.
—
panduit.com, Tinley Park, Ill.
Byer California
—
byer.com, San Francisco, Calif.
Collabera Inc.
—
collabera.com, Morristown, N.J.
LexisNexis Risk Solutions
$1,450
lexisnexis.com/risk, Alpharetta, Ga.
Parsons Corp.
—
parsons.com, Pasadena, Calif.
Independent Purchasing Cooperative
$508
ipcoop.com, Miami, Fla.
Citi Private Bank
$70,173
privatebank.citibank.com, New York, N.Y.
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
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REVENUE IN MILLIONS
HIGHEST-RANKING IT EXECUTIVE
RANK
COMPANY
Tim Peterson
Exec. VP & CIO
Brian D. Neely
CIO & CTO
Denis Baker
CIO
Bill Hicks
Sr. VP of Shared Services & CIO
Mike Wilkinson
Exec. VP & CIO
Mike Skinner
CIO
Matt Carey
Exec. VP & CIO
Jason Birnbaum
CIO
Bruce D. Smith
Sr. VP & CIO
Abdul Bengali
CIO
Timothy G. Schaefer
Exec. VP of Operations & Tech.
Allen Shoemaker
VP of Operations
Steve L. Ready
System VP & CIO
Brendan M. Harrington
Sr. VP & CFO
Daniel Wakeman
VP & CIO
Joanne Tyree
Group VP of IT, Net. Svcs. & Comm.
Fernando Gonzalez
CIO
Dhar Patadia
CIO
Vijay Raghavan
Sr. VP & CTO
Scott Carl
VP & CIO
George Labelle
CIO
Indy Reddy
Managing Director & CTO
141
CHE Trinity Health
$13,300
newhealthministry.org, Livonia, Mich.
Microsoft Corp.
$77,850
microsoft.com, Redmond, Wash.
Sabre Holdings
—
sabre.com, Southlake, Texas
Specialized Marketing International
—
smidallas.com, Dallas, Texas
Hoag Memorial Hospital Presbyterian
$802
hoag.org, Newport Beach, Calif.
Emory Healthcare
—
emoryhealthcare.org, Atlanta, Ga.
Rackspace Hosting Inc.
$1,309
rackspace.com, San Antonio, Texas
Memorial Hermann Health
—
memorialhermann.org, Houston, Texas
Health Care Service Corp.
—
hcsc.com, Chicago, Ill.
Echo Global Logistics Inc.
$758
echo.com, Chicago, Ill.
Allstate Insurance Co.
$33,315
allstate.com, Northbrook, Ill.
Cisco Systems Inc.
$46,061
cisco.com, San Jose, Calif.
Graybar Electric Company Inc.
$5,435
graybar.com, St. Louis, Mo.
GameStop Corp.
$8,887
gamestop.com, Grapevine, Texas
McKesson Corp.
$122,700
mckesson.com, San Francisco, Calif.
OGE Energy Corp.
$2,141
oge.com, Oklahoma City, Okla.
DeVry Inc.
$2,000
devryinc.com, Downers Grove, Ill.
H. D. Smith
$3,800
hdsmith.com, Springfield, Ill.
BT Group PLC
$27,972
btplc.com, Irving, Texas
C Spire Wireless
—
cspire.com, Ridgeland, Miss.
EMC Corp.
$21,714
emc.com, Hopkinton, Mass.
Boston Scientific Corp.
$7,249
bostonscientific.com, Natick, Mass.
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
REVENUE IN MILLIONS
Marcus Shipley
Sr. VP & CIO
Jim DuBois
Interim CIO
Deborah Kerr
Chief Product & Technology Officer
Mike Skinner
CIO
Tim C. L. Moore
Sr. VP & CIO
Dedra Cantrell
CIO
Mark Roenigk
COO
David Bradshaw
CIO & Chief Market.& Planning Officer
Brian Hedberg
Sr. VP & CIO
Michael Reed
CTO
Suren Gupta
Exec. VP of Allstate Tech & Op.
Rebecca Jacoby
Sr. VP & CIO
Scott Clifford
VP & CIO
Jeff Donaldson
Sr. VP of IT & CIO
Randall N. Spratt
Exec. VP, CIO & CTO
Cristina McQuistion
VP & CIO
Christopher C. Nash
Sr. VP & CIO
David R. Guzmán
CIO
Jason Cook
Chief Arch. & CTO, U.S. & Canada
Carla Lewis
Sr. VP of IT
Vic Bhagat
Exec. VP of Corp. Services & CIO
Rich Adduci
Sr. VP & CIO
Sept. 9, 2013 28
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TOP 250 COMPANIES
RANK
COMPANY
163
Commercial Metals Co.
$7,828
cmc.com, Irving, Texas
Science Applications International Corp. $11,173
saic.com, McLean, Va.
Continuum Health Partners Inc.
$3,685
wehealny.com, New York, N.Y.
Avnet Inc.
$25,708
avnet.com, Phoenix, Ariz.
HMS Holdings Corp.
$474
hms.com, Irving, Texas
Texas Health Resources
—
texashealth.org, Arlington, Texas
Eli Lilly & Co.
$22,603
lilly.com, Indianapolis, Ind.
FCCI Insurance Group
$529
fcci-group.com, Sarasota, Fla.
Marcus & Millichap Real Estate Investment Svcs. Inc. —
marcusmillichap.com, Calabasas, Calif.
Werner Enterprises Inc.
$2,036
werner.com, Omaha, Neb.
DHL Express
—
dhl.com/en.html, Plantation, Fla.
The AES Corp.
$18,141
aes.com, Arlington, Va.
HD Supply Facilities Maintenance
$8,000
hdsupplysolutions.com, San Diego, Calif.
TIAA-CREF
—
tiaa-cref.org, New York, N.Y.
National Government Services Inc.
$280
ngsservices.com, Indianapolis, Ind.
Donlen Corp.
$1,237
donlen.com, Northbrook, Ill.
Intuit Inc.
$4,151
intuit.com, Mountain View, Calif.
North Shore-LIJ Health System
$6,854
northshorelij.com, Great Neck, N.Y.
Sutherland Global Services Inc.
—
sutherlandglobal.com, Rochester, N.Y.
SAP AG
$21,439
sap.com, Newtown Square, Pa.
Tech Data Corp.
$25,400
techdata.com, Clearwater, Fla.
JetBlue Airways
$4,982
jetblue.com, Long Island City, N.Y.
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
informationweek.com
REVENUE IN MILLIONS
HIGHEST-RANKING IT EXECUTIVE
RANK
COMPANY
Tracy Nolan
VP & CIO
Robert Logan
CIO
Mark Moroses
Sr. VP & CIO
Steve Phillips
Sr. VP & CIO
Cynthia Nustad
Sr. VP & CIO
Edward Marx
Sr. VP & CIO
Michael R. Meadows
VP & CTO
Paul Ayoub
Sr. VP & CIO
Rick Peltz
Sr. VP & CIO
Michael Ball
VP & CIO
Pablo Ciano
CIO Americas
Elizabeth Hackenson
Sr.VP of Global Business Svcs. & CIO
Brian Monks
VP of IT
Annabelle Bexiga
Exec. VP & CIO
Tim Masheck
VP of Health IT
Dennis Straight
Sr. VP & CIO
Tayloe Stansbury
Sr. VP & CTO
John Bosco
Sr. VP & CIO
Deepak Batheja
CTO
Axel Buelow
CIO
John Tonnison
Exec. VP & Worldwide CIO
Eash Sundaram
Exec. VP & CIO
185
The Pasha Group
—
pashagroup.com, Corte Madera, Calif.
W.W. Grainger Inc.
$8,950
grainger.com, Lake Forest, Ill.
CBRE
$6,514
cbre.com, Los Angeles, Calif.
University of Texas Southwestern Hosp. & Clinics —
utsouthwestern.org, Dallas, Texas
Christiana Care Health System
—
christianacare.org, Newark, Del.
Schneider Electric
$31,645
schneider-electric.com, Palatine, Ill.
BNSF Railway Co.
$20,478
bnsf.com, Fort Worth, Texas
Capella Education Co.
$422
capella.edu, Minneapolis, Minn.
The Lubrizol Corp.
$6,100
lubrizol.com, Wickliffe, Ohio
The Mitre Corp.
$1,400
mitre.org, Bedford, Mass.
Acuity, A Mutual Insurance Co.
$1,043
acuity.com, Sheboygan, Wis.
Horizon Blue Cross Blue Shield of New Jersey
—
horizonblue.com, Newark, N.J.
Celgene Corp.
$5,507
celgene.com, Summit, N.J.
Hitachi Data Systems Corp.
—
hds.com, Santa Clara, Calif.
Mercy
$4,113
mercy.net, Chesterfield, Mo.
Wheels Inc.
$1,600
wheels.com, Des Plaines, Ill.
Virtua Health Inc.
$1,200
virtua.org, Marlton, N.J.
BNY Mellon
$14,555
bnymellon.com, New York, N.Y.
Polk
—
polk.com, Southfield, Mich.
HealthSouth Corp.
$2,162
healthsouth.com, Birmingham, Ala.
Mansfield Oil Co.
$6,273
mansfieldoil.com, Gainesville, Ga.
HD Supply Creative Touch Interiors
$8,000
ctihome.com, Atlanta, Ga.
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
REVENUE IN MILLIONS
David Beckerman
Sr. VP & CIO
Michael Ali
Sr. VP & CIO
Don Goldstein
Global CIO
Suresh Gunasekaran
CIO
Randall Gaboriault
VP of IT & CIO
Hervé Coureil
CIO
Jo-ann Olsovsky
VP Technology Services & CIO
Loren Brown
Sr. VP & CIO
John J. King
Corp. VP of IS & Business Processes
Joel D. Jacobs
VP & CIO
Neal Ruffalo
VP of Enterprise Technology & CIO
Douglas E. Blackwell
Sr. VP & CIO
Richard S. Williams
Sr. VP & CIO
Rex Carter
Exec. VP & CIO
Gil Hoffman
CIO
Dan Frank
President of Wheels Services
Thomas F. Gordon
VP & CIO
Suresh Kumar
Sr. Exec. VP & CIO
Joseph S. LaFeir
Sr. VP & CIO
Rusty Yeager
Sr. VP & CIO
Hob Hairston
VP of Business Technology
Brad Cowles
VP of IT
Sept. 9, 2013 29
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TOP 250 COMPANIES
RANK
COMPANY
207
Lockton Inc.
$1,017
lockton.com, Kansas City, Mo.
NorthShore University HealthSystem
—
northshore.org, Evanston, Ill.
Paychex Inc.
$2,326
paychex.com, Rochester, N.Y.
Kaiser Permanente
$50,600
kp.org, Oakland, Calif.
Atlantic Health System
—
atlantichealth.org, Morristown, N.J.
Colgate-Palmolive Co.
$17,085
colgate.com, New York, N.Y.
Ambit Energy
$930
ambitenergy.com, Dallas, Texas
Siemens Enterprise Comm. GmbH & Co. KG
—
siemens-enterprise.com, Reston, Va.
Saint Peter’s Healthcare System
$480
saintpetershcs.com, New Brunswick, N.J.
Black Box Corp.
$998
blackbox.com, Pittsburgh, Pa.
Arrow Electronics Inc.
$20,405
arrow.com, Englewood, Colo.
The Hertz Corp.
$9,021
hertz.com, Park Ridge, N.J.
The Jones Group Inc.
$3,751
jonesgroupinc.com, New York, N.Y.
Crossmark Inc.
—
crossmark.com, Plano, Texas
Movado Group Inc.
$505
movadogroup.com, Paramus, N.J.
Alcoa Inc.
$23,700
alcoa.com, New York, N.Y.
Avago Technologies
$2,364
avagotech.com, San Jose, Calif.
Edward Jones
$5,027
edwardjones.com, St. Louis, Mo.
Mercer LLC
$3,916
mercer.com, New York, N.Y.
University of Mississippi Medical Center
—
ummchealth.com, Jackson, Miss.
Old Dominion Freight Line Inc.
$2,110
odfl.com, Thomasville, N.C.
Deltek Inc.
—
deltek.com, Herndon, Va.
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
informationweek.com
REVENUE IN MILLIONS
HIGHEST-RANKING IT EXECUTIVE
RANK
COMPANY
David Robinson
Sr. VP & CIO
Steven Smith
CIO
Michael Gioja
Sr.VP of IT, Product Manage. & Dev.
Philip Fasano
Exec. VP & CIO
Linda Reed
VP of Behavioral & Integ. Med. & CIO
Tom Greene
Chief Info. & Business Svcs. Officer
John P. Burke
CIO
Jack Fredricks
VP of IT &Worldwide App.Mgmt.Svcs.
Frank J. DiSanzo
CIO & CSO
Kim Clougherty
VP & CIO
Vincent Melvin
VP & CIO
Joseph Eckroth
Exec. VP & CIO
Norm Veit
Exec. VP & CIO
Jim Norred
Exec. VP & CIO
Frank A. Morelli
Sr.VP of Global Bus. Proc., Op. & CIO
Nancy S. Wolk
CIO
Andy Nallappan
VP & CIO
Vinny Ferrari
CIO
Harry Van Drunen
Global CIO
David Chou
CIO
Chris Young
VP of OD Technology
Deb Fitzgerald
Sr. VP & CIO
229
Do it Best Corp.
$2,798
doitbestcorp.com, Fort Wayne, Ind.
Defender Direct
—
defenderdirect.com, Indianapolis, Ind.
Capital One Financial Corp.
$21,396
capitalone.com, McLean, Va.
Campbell Soup Co.
$7,707
campbellsoupcompany.com, Camden, N.J.
Vision Ease Lens
—
vision-ease.com, Ramsey, Minn.
SunAmerica Retirement Markets Inc.
$7,951
sunamerica.com, Woodland Hills, Calif.
Informatica Corp.
$812
informatica.com, Redwood City, Calif.
State Street Corp.
$9,649
statestreet.com, Boston, Mass.
SPX Corp.
$5,100
spx.com, Charlotte, N.C.
NetApp Inc.
$6,233
netapp.com, Sunnyvale, Calif.
Owens Corning
$5,172
owenscorning.com, Toledo, Ohio
QinetiQ North America Inc.
2,020
qinetiq-na.com, Reston, Va.
TIBCO Software Inc.
$1,025
tibco.com, Palo Alto, Calif.
Amgen Inc.
$17,265
amgen.com, Thousand Oaks, Calif.
Cognizant Technology Solutions Corp. $7,346
cognizant.com, Teaneck, N.J.
Pool Corp.
$1,954
poolcorp.com, Covington, La.
Autodesk Inc.
$2,312
autodesk.com, San Rafael, Calif.
The Clorox Co.
$5,468
thecloroxcompany.com, Oakland, Calif.
CGI Group Inc.
$4,808
cgi.com, Fairfax, Va.
Valassis Communications Inc.
$2,162
valassis.com, Livonia, Mich.
PSAV
—
psav.com, Schaumburg, Ill.
Jackson National Life Insurance Co.
$5,107
jackson.com, Lansing, Mich.
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
REVENUE IN MILLIONS
Mike Altendorf
VP of IT
Gregory Albacete
CIO
Rob Alexander
CIO
Joseph Spagnoletti
Sr. VP & CIO
Flo Kinzel
CIO
Larry Winderman
Sr. VP & CIO
Tony Young
Sr. VP & CIO
Christopher Perretta
Exec. VP & CIO
Kevin Eamigh
VP of Global Business Services & CIO
Cynthia Stoddard
Sr. VP & CIO
Steve Zerby
VP & CIO
John Lambeth
Sr. VP & CIO
Tom Laffey
Exec. VP, Products & Technology
Diana McKenzie
Sr. VP & CIO
Sukumar Rajagopal
Sr. VP, CIO & Head of Innovation
Timothy Babco
Sr. Director of IT
Jeff Brzycki
CIO
Ralph Loura
VP & CIO
Eva Maglis
Exec. VP & Global CIO
Steve Carrington
Sr. VP & CIO
Pat Enright
CIO
Bonnie Wasgatt
CIO
Sept. 9, 2013 30
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Click Here To Read All
20 Ideas To Steal Online
Twenty Great ideas[To Steal[
Arizona State University
Game On With Cowboys Mobile App
Beth Israel Deaconess
In 2012, the Dallas Cowboys IT organization
rushed to give fans at its stadium a better mobile experience. The Cowboys’ mobile app was
downloaded 420,770 times last season, and
while it includes the social media integration
and videos you’d expect, it also adds step-bystep mapping to help fans find a parking spot
and their seats. By opening its SnapTag function, people can enter contests such as a jersey
giveaway with a one-click scan of SnapTag logos located on walls and screens around the
stadium. It also lets fans order Cowboys gear
from a digital pro shop and have it delivered to
their seats. The IT team is piloting features such
as a mobile wallet and live streaming video.
Board of Regents of the University
System of Georgia (USG)
Comcast
Dallas Cowboys
Dish Network
GE Renewable Energy
Healthways
Home Depot
Ketchum PR
Mitsubishi Motors
Northwestern Mutual
OGE
Oncor
Procter & Gamble
Salvation Army
Unisource
UPS
Virtual Radiologic
World Vision
informationweek.com
Diagnosis Is Good For vRad’s Workflow Engine
Radiologists often need to consult with radiology specialists, many of whom work at Virtual Radiologic, one of the world’s largest radiology practices serving 2,500 hospitals. Specialists at vRad
diagnose exams remotely using a proprietary, cloud-based telemedicine platform that includes
an FDA-approved medical imaging diagnostic system. But managing consults is still the company’s biggest challenge. So vRad developed an automated consult workflow engine that can
display which specialists are available for consults based on workload and integrated it into its
imaging platform. It also lets radiologists annotate images and make the notes visible to the accepting specialist in real time. The company says the consult workflow engine has increased productivity by making it easier for vRad specialists to take consults during scarce downtime.
Sept. 9, 2013 31
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TWENTY GREAT IDEAS
Table of Contents
GE Puts Some Fun In Clean Energy
In addition to manufacturing world-class wind
turbines, GE Renewable Energy also wants to
teach people about clean energy. To do that,
the IT team worked with six internal groups to
develop interactive, life-size games with the
goal of entertaining while they educate. GE
chose Microsoft Kinect because it lets players
control the game with their hand and arm
movements.
GE debuted two
games in 2012 at the
wind industry’s big
trade show. With the
Build Your Own Wind
Farm gesture wall,
players select a landscape and then chose
turbines based on the
landscape. They move
their arms rapidly to act as wind to fuel their
“wind farm” and see how many homes the
turbines power.
The Climb Time climbing experience lets
players become a GE wind turbine service
technician by simulating climbing the turbine,
opening hatches and doing maintenance.
informationweek.com
Child-Sponsor Program Comes Alive
While World Vision has let donors use the Web
for several years to choose a child to sponsor,
updates about a child’s progress were still
done through mailed letters and pictures. Last
year, the humanitarian organization began
using videos for correspondence and is now
starting to utilize social media sites including
Facebook and Twitter. By fall 2012, World Vision had deployed the necessary technology,
such as more storage and search capabilities
for rich media and WAN acceleration tools to
increase bandwidth to 1,100 locations. It currently transmits 150,000 video updates per
month about children to their sponsors via
the World Vision website, YouTube or email.
The project required World Vision’s IT, marketing and field operations groups to work
together, and it’s paying off with major
growth. Markets where videos are available
have seen an increase in revenue and 30%
greater retention of sponsors. Once completed, World Vision expects $25 million in
incremental revenue from the video project.
— Shane O’Neill (shane.oneill@ubm.com)
Find out the other 16 of our Great Ideas, online at
informationweek.com/500/13/ideas.
Sept. 9, 2013 32
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Cool technology matters
only if it drives business
results. These companies
win our IW 500 Business
Innovation awards
for initiatives that do exactly that in one
of seven categories,
from analytics
to customer experience.
informationweek.com
Business Innovators
ANALYTICS
UF Health Turns Genetic Test Into Actionable Info
When a healthcare provider’s project transitions from research into clinical practice, it
knows it has turned a corner. University of
Florida Health turned that corner in June 2012
with a project that uses genetic testing to identify patients who can’t metabolize certain meds.
UF Health created a pilot program around
patients entering its cardiac catheterization lab
who are prescribed the blood thinner Plavix
(clopidogrel). One in four patients can’t metabolize clopidogrel, which the lab prescribes to
most entering patients. UF Health developed
a test that identifies the gene responsible for
clopidogrel metabolization and made the test
a part of its standing orders.
DNA analyzers generate an overwhelming
amount of data, and clinicians don’t need most
of that data. So UF Health IT pros used data-reduction techniques to format the data into a usable piece of clinical information to answer the
original question: Will this drug work on this par-
[
Simplicity is key
to UF Health’s
genetic alert
ticular patient? “The struggle with genomics is
how to make data readable for physicians who
aren’t used to dealing with data all the time,”
says Kari Cassel, UF Health’s CIO. “The question
is how to make the data relevant.”
UF Health’s programming team, not academic researchers, took the initial step of transforming single nucleotide proteins into genotypes. It then pushed the genomic test results
to UF Health’s Epic electronic health record
system and created a physician alert for pa-
tients who lack the metabolizing gene. The
alert, part of Epic’s clinical decision support,
will suggest alternative drugs. Because the genetic test result is valid for the patient’s lifetime, the alert appears in all future visits.
“A lot of alerts we physicians don’t know
what to do with,” says Dr. Don Novak, a pediatrician and assistant dean for clinical informatics at UF. “This is concrete.”
In the first seven months of the pilot, UF Health
performed the test on 80% of its cardiac cath lab
patients — more than 600 people. One hundred
fifty-eight of them had genetic variants that led
to a recommendation not to use clopidogrel.
UF Health plans to expand the program to
other medical areas, both inpatient and outpatient, in the coming year. “We want the genetic
alert to be as simple as any other alert that
comes along,” CIO Cassel says. “We can now look
at this data without jumping through hoops.”
— Alex Kane Rudansky (alex.rudansky@ubm.com)
Sept. 9, 2013 33
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CUSTOMER EXPERIENCE
GM Tries Mobile Apps To Help Sell Cars
For pretty much as long as they’ve existed, car
salespeople have battled consumer distrust.
General Motors is using technology to try to
overcome this skepticism and also improve
showroom efficiency. In January, the company
launched its Dealer Sales Assistant (DSA) app
for iOS and Android tablets, and dealers have
deployed the sales tool to more than 8,000
U.S.-based GM sales associates.
With a few taps, the app lets sales consultants
access information that includes vehicle inventory, specs, accessories, trim packages and towing capacity. The goal of putting that information on a phone or tablet was to “get sales
representatives closer to the customer, out from
behind the desk,” says Les Copeland, CIO for GM
North America IT.
Before DSA, salespeople would gather this
information from paper-based and PC sources.
Time spent assembling the material gives
would-be customers a chance to walk away.
DSA also addresses moments when consumer
distrust is likely to rear up — like when a customer
informationweek.com
[
DSA shifts the
customer-sales
rep dynamic
sits across a desk from a sales associate, staring at
the back of a monitor and not seeing what the associate sees. It’s a different dynamic if the sales rep
hands a shopper a tablet as they walk around the
dealership. Dealers have viewed more than
700,000 pages on the app through late August.
The mobile app development work itself
wasn’t all that hard, Copeland says. The hard
work was making sure the app presented the
right data — “not displaying 1,000 different
things, but only the most important things,” he
says. GM developers spent time with salespeo-
ple and customers to learn what information’s
essential, so a salesperson isn’t clicking around
on an app as a hot prospect scoots out the
door. “The difference between selling a vehicle
or not can be seconds,” Copeland says.
DSA is an example of the kind of new, business-driving apps GM must deliver more of to
make its massive IT insourcing effort pay off. GM
is going from 90% outsourced IT to 90% insourced, betting that employees will know the
business better and move faster than an outsourced workforce. Copeland considers this app
just the start of strengthening the relationship
among GM, dealerships and customers. The
company is considering ambitious plans such
as using data to personalize the dealership experience much like a Web retailer personalizes
a user’s experience. “How do we make sure we
know who the customers are, the minute they
get onto the lot?” Copeland asks. “It means
managing customers across all our environments, from purchasing vehicles to getting
service.”
— Michael Endler (michael.endler@ubm.com)
Sept. 9, 2013 34
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BUSINESS INNOVATION WINNERS
Table of Contents
BUSINESS AGILITY
Oklahoma U. Brings Order To Digital Disarray
Faculty members at universities are often criticized for being reluctant to embrace new digital tools and instruction models. The University of Oklahoma, with its One University
digital initiative, is taking the approach that it’s
“up to the institution to step up and say we’re
going to give you the resources you need,”
says CIO Loretta Early.
When OU started One University last year,
there already were “lots of pockets” of digital
exploration among faculty members, Early
says, but the university recognized that it
needed a coherent strategy. It couldn’t be
just an IT-led initiative, nor was it a matter of
deploying more technology, she says. Partnering with academic and research leaders,
the university’s IT organization worked to organize and build on the investments already
being made.
A new Center for Teaching Excellence began
helping faculty members adopt technology
— in particular, open educational resources
that could take the place of expensive text-
informationweek.com
[
One University builds
on existing digital
learning investments
books. For example, the center can assign a
grad student to help, says Mark Morvant, a
chemistry professor who serves as the center’s
executive director.
Most faculty members don’t love their textbooks anyway, Morvant says, and open resources can provide the flexibility to make
changes. OU has partnered with OpenStax College, which develops complete textbooks released under a community license, in a modular format that allows for remixes.
Meanwhile, 35 OU faculty members are cre-
ating their own iBooks for their courses so
that students don’t have to buy costly textbooks at all.
OU is responding to the rise of massive
open online courses by developing eight
“MOOC-like” courses, on topics including law
and justice, general chemistry, social statistics and severe weather. Instead of affiliating
with MOOC vendors such as Coursera and
edX, OU plans to partner with a local startup,
NextThought.
People in more than 120 countries have
accessed OU’s iTunes U, which includes
lecture videos and other materials on subjects such as “The Stor y Of Freedom In
America” and “The Origins Of Christianity.”
Its OU iTunes channel averages more than
10,000 downloads and 5,000 new subscribers each week.
One University entailed creating a model
digital classroom of the future and providing
iPads to more than 450 future teachers in the
university’s College of Education as well as
Sept. 9, 2013 35
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BUSINESS INNOVATION WINNERS
SEpt. 22 – 26
Table of Contents
San FRanciSco
students in the College of Journalism.
Designers of the university’s core network had done
a good job of anticipating the demands of today’s
digital learning, Early says, but the wireless network
required upgrades because “what used to be considered a convenience for the students is now essential
for the learning experience.”
For Early’s IT organization, the biggest challenge has
been freeing up staff to work on new initiatives, she
says. The organization’s credibility is based on reliable
operational systems, which can’t be sacrificed, but a
year ago she created a shared services organization
to stretch resources across three campuses.
Still, she struggles to staff up in skills such as data
science for learning analytics. “We’re competing for
talent with the private sector, which is challenging for
us,” Early says. One tactic: She’s placing interns with
education technology vendors to “build out the talent pipeline in-house.”
Overall, Early says she’s happy with the pace of
progress. “We’ve been able to move very quickly,
with a sense of urgency, and that’s because of our
campus partnerships and leadership from the very
top,” Early says. When she speaks with peers at other
institutions, she says, many are still working to get
past that “pockets of exploration” phase.
— David F. Carr (david.carr@ubm.com)
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COLLABORATION
Communications Tools Connect Glaxo, Customers
With about 130 medical staffers supporting
5,000 sales reps at GlaxoSmithKline, the two
teams needed a better system to get work done
than relying on phones, email and time-consuming face-to-face consultations.
The pharmaceutical company began evaluating technologies halfway through 2012. The
main requirements included video and voice
capabilities, screen sharing, easy scheduling
that doesn’t rely on email, and scalability
across platforms, including iPads, smartphones
and PCs.
GlaxoSmithKline developed an application
internally that lets sales reps log in to see the
availability of medical team members and
submit a request to reserve time to meet with
customers.
For the remote communications piece,
Glaxo chose a package of externally hosted
software — which it named Engagement on
Demand — that combines mobile, voice,
video and document sharing. For example,
when customers have questions beyond a
[
Customers find digital interaction “really valuable,”
says Lasmanis, demonstrating Glaxo’s collaboration
tool with project lead Leeann Fusco
sales rep’s expertise, the rep will connect
those customers to Glaxo medical pros over
videoconferencing.
In a pilot of the two systems earlier this year
with a group of 70 to 80 employees, the initiative reduced the amount of time it takes
to connect Glaxo medical professionals with
customers. The company also expects to cut
the medical team’s travel costs by 25% this
year, says Matthew Lasmanis, VP of North
America IT.
“We learned that just because capabilities like
video and screen sharing exist in the mainstream today doesn’t mean that’s going to be
easy to implement,” Lasmanis says. “There’s always a level of change management you need
to work though.”
The pilot was also important to test the IT
team’s hypotheses about how truly useful the
collaboration tools would be.
“From the feedback we’ve received, I think
we’ve proved that with some tweaks, digital or
virtual interaction is something that customers
find really valuable,” Lasmanis says.
More valuable than the tools they implemented is the notion that Glaxo is keeping up
with the rapid pace of technology and customer
expectations, Lasmanis says.
“That’s something that’s always been important
to us.” — Kristin Burnham (kristin.burnham@ubm.com)
Sept. 9, 2013 37
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TECH-ENABLED NEW PRODUCT
Royal Caribbean Opens Its Bandwidth Spigot
Royal Caribbean Cruises increased its satellitebased Internet bandwidth about sevenfold this
year, making it practical for guests on more than
30 ships to be online throughout their journey.
Meantime, CIO Bill Martin is placing a big bet on
an emerging technology that could deliver another leap in bandwidth.
Increased bandwidth will please guests, and
Martin sees it boosting revenue in two ways,
one direct and the other indirect.
Royal Caribbean expects to sell a lot more Internet access to guests. Access via satellite has been
slow and, at up to 75 cents a minute, outrageously
expensive. Now the company will be able to sell
access for $49 a day or $179 a week, with service
fast enough to use Facebook, Twitter and email.
Martin hopes the indirect revenue will come
from what guests do on Facebook and Twitter
— post pictures from a cruise that provide
money-can’t-buy exposure. Earlier this year,
Royal Caribbean celebrated its 50 millionth customer by giving every guest on board that day
an hour of free Internet access and encourag-
[
See the show,
tweet the show
ing them to post pictures. “As recently as a year
ago, we couldn’t have done it,” Martin says.
Royal Caribbean’s tech team took four steps
to add the new bandwidth.
First, it has been building Wi-Fi infrastructure
throughout its ships the past three years. Second,
it placed new antennas on each ship to receive
satellite signals. Because cruise ships come out of
service only every five years, each antenna had
to be mounted in the time it takes a ship to dock,
unload passengers and prep to head back out.
Third, the company crafted a new arrangement
to buy satellite Internet capacity. In the past, Royal
Caribbean had to allocate its capacity to each
ship. Now it buys a bulk quantity for a whole region and, working with the telecom company,
Harris CapRock, can allocate as needed.
Fourth, it’s implementing a modern e-commerce portal to allow the daily and weekly packages. Sounds boring, but the portal is softwareas-a-service — the first time Royal Caribbean
could use SaaS on board, since before it lacked
bandwidth. SaaS lets the company change
prices and packages once for the entire fleet.
Royal Caribbean’s bigger bandwidth ambitions depend on new satellite technology from
a startup called O3b Networks that promises the
“reach of satellite and speed of fiber.” O3b has four
satellites in orbit and plans to launch four more
in September. Even with its sevenfold increase in
bandwidth, Royal Caribbean restricts things like
Netflix streaming because of bandwidth limits. If
O3b works, Martin expects the company to sell
guests a new set of connection options from the
high seas.
— Chris Murphy (chris.murphy@ubm.com)
Sept. 9, 2013 38
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PRODUCTIVITY
Tablets Change How Boeing Techs Get Work Done
Boeing is no stranger to mobile technology.
Aviation depends upon mobility. But almost a
hundred years after the company’s founding,
mobile computing is just beginning to transform
the manufacturing and maintenance of aircraft.
Using tablets, manufacturing technicians
(MTs) who prepare commercial and military aircraft now have immediate access to information throughout a work facility, says Donald E.
Lang, director of IT for the Boeing Military Aircraft unit of Boeing Defense Systems. They can
pull up a work order and quickly identify what
repairs need to be done with the aid of pictures.
The devices also have safety and productivity
benefits. With less need for MTs to move around
while working on an aircraft, there’s less opportunity for accidents. And minimizing time lost to
looking up information means more hands-on
time for technicians. “You need to treat them like
surgeons,” Lang says. “When a surgeon is working on you, you want all the tools nearby.”
In the next quarter, Lang plans to begin testing the use of location data from tablets to fur-
[
Tablets are
a time-saver
ther improve productivity. Noting that some of
Boeing’s aircraft are four stories tall and 170
feet long, he says his group is developing an
app to display reports specific to where a person is located within an aircraft, like the tail
section, using precise GPS coordinates.
Lang’s group has two facilities using iPads
and is experimenting with Windows 8 tablets,
but he insists on talking about tablets rather
than a specific brand. The group develops mobile apps that aren’t tied to a specific platform.
“We’ve just seen so many technology shifts and
we just don’t want to go back to square one,”
to recode apps for a platform shift, he says.
Mobility may be the most meaningful asset of
mobile devices, but it’s also their most significant
liability, particularly in the defense business. Lang
says that most of the infrastructure work his group
did to adopt tablets had to do with making sure
that data disappears if a tablet is removed from a
facility. During initial tests, he says, travel-time savings were computed with RFID chips attached to
tablets rather than onboard GPS signals, because
GPS usage hadn’t been cleared with security.
Recharging was another challenge. To maintain tablet operability for 10 hours, Lang’s
group developed a charging station for parking tablets at the end of a shift and developed
push software to handle updates.
The tablets also let certain employees interactively share airplane design presentations with
customers. Lang says the company will look at
tablet software that lets defense customers
adjust aircraft models as part of the design
process. — Thomas Claburn (tom.claburn@ubm.com)
Sept. 9, 2013 39
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SECURE ENTERPRISE
Nationwide Children’s Hospital Finds Growth
Around 2010, Nationwide Children’s Hospital
CIO and VP Denise Zabawski noticed that premature babies were being separated from their
mothers because neonatal care wasn’t available
at other hospitals in the region. The transfers to
NCH’s neonatal intensive care unit (NICU) put
the most vulnerable patients at risk and added
stress to their families.
To close the gap, Cincinnati-based NCH partnered with Ohio Health, a hospital group in the
region, to open NICUs in adult-oriented facilities
that would let mother and baby stay in the
same hospital while each received specialized
care. The first off-site NICU went live in January,
and NCH has opened additional units since then.
While the concept seems like a no-brainer, getting the project off the ground was complicated.
NCH is the only children’s hospital in the region
operating NICUs in adult facilities, so there was no
model to follow. NCH still is overcoming some
technology challenges; for example, the pilot site
at Riverside Methodist Hospital is on NCH’s electronic medical record system, but the other NICUs
[
Medication bar coding, combined with streaming
and virtual desktops, keeps tiny patients safe
in Ohio Health facilities still use paper records until
they move to the EMR in the coming year. For
each hospital and NICU, “the two organizations
have different operational processes,” Zabawski
says. “We had to get the networks to coexist.”
Integration of remote NICU staff with NCH relies on the use of Citrix virtual desktops to provide access to NCH’s Epic EHR system from
other hospitals and doctor offices. Virtual desktops also help address information security,
since the health record data is maintained at a
data center at the main NCH campus and not
stored on an individual’s device.
NCH also had to extend specialized resources to
pharmacies serving the NICUs. Precision is critical
in neonatal care — an incorrect dosage, even one
just slightly off, can be deadly for a tiny, premature
infant. NCH’s goal is to have neonatal pharmacists
administer medication whenever possible, but
because emergency situations don’t always allow
that, NCH set up live video feeds between the offsite NICUs and the main campus pharmacy. When
a non-NCH pharmacist must administer medication, a specialist can view each step of the preparation and check for accuracy.
NCH chose to partner with Ohio Health because
it’s one of the larger adult systems and operates
a sizable maternity business. “For Ohio Health, it’s
a selling point,” Zabawski says. “If something goes
wrong, they have a specialized NICU.” By overcoming integration, collaboration and security
barriers to these remote NICUs, the IT team
helped NCH increase revenue and deliver a big
value to the smallest patients and their families.
— Alex Kane Rudansky (alex.rudansky@ubm.com)
Sept. 9, 2013 40
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Click Here To See All
10 Of Our Government
Innovators
Department of the Army
FBI
General Services
Administration
Jet Propulsion Laboratory
Government Innovators
Chicago Maps Out Its Data
The city of Chicago’s IT team had to figure
out how to pull data from many disparate city
government sources, provide ways to analyze
all that data, and make this new data platform
relevant for a wide range of employee uses. The
answer: Chicago’s Department of Innovation
and Technology developed a low-cost, “situa-
Michigan Department of
Information, Technology
and Budget
New York City Department
of Transportation
Office of Management
and Budget
Office of the Mayor/City
of Chicago
State of California, Employment
Development Department
U.S. Customs and Border
Protection; DHS Science
and Technology Directorate
informationweek.com
[ My kind of app
tional awareness” platform called WindyGrid.
The application shows operational data imposed on a map of Chicago, letting employees drill down on an area or building by accessing data such as 911 emergency and 311
service calls, building information and even
tweets about a given location.
Could changing a bus route affect crime
rates? Departments can use WindyGrid’s analytical platform to model proposed city ser vice changes using historical data, and then
determine the potential cost savings or ser vice improvement, as well as what ripple effects the change might have.
To build WindyGrid, the Chicago team combined a highly scalable MongoDB database
with the city’s existing ESRI map software. Using the open source MongoDB and standard
Java Web services, the department created a
prototype within a few months and deployed
the application at a much lower cost than similar commercially developed systems.
NASA Brings ‘Terror’ To The Masses
For NASA’s Jet Propulsion Lab, landing the
Curiosity rover on Mars just wasn’t big enough.
The agency also wanted a worldwide audience
to be able to share in the fateful “seven minutes of terror” during which Curiosity had to
slow down enough to land on the red planet.
Behind the scenes, that experience required
the imaginative use of cloud technology, social media and system engineering to transmit real-time images from 150 million miles
[ As seen on the Web
out in space — all on a very tight budget.
JPL’s IT team, anticipating Olympics-sized audiences, migrated several applications to the
Amazon Web Services cloud, including the
legacy content management system, the Mars
public outreach website and the Eyes on the
Solar System website. But the JPL IT team had
never implemented video streaming before
and didn’t know how many people would
watch the streaming video. At the eleventh
hour, the team realized the landing viewership
Sept. 9, 2013 41
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GOVERNMENT INNOVATION
Table of Contents
was likely to be massive, so JPL and AWS put
together a cloud-based system capable of handling 80,000 requests per second. That service
would ultimately stream 150 GB per second
and deliver 150 TB during the few days of the
entry descent and landing event. At its peak,
the websites reached 8 million hits per minute.
The cloud infrastructure allowed people
around the globe to experience the marvels
of Mars at unprecedented viewing speeds,
and at the same time that JPL scientists did.
The cloud architecture gave JPL virtually unlimited computing and storage resources.
And as importantly, JPL was able to serve 10
to 100 times more traffic at one-tenth the
cost compared with the landing of the Mars
Exploration rovers nine years earlier.
FBI Goes Virtual
The FBI deployed in 2012 a virtual platform
and data storage initiative called DAVE (Distributed Application Virtual Environment)
that’s delivering big benefits.
DAVE is a platform that hosts more than
100 distributed applications used for daily
FBI operations. It supports more than 1,500
virtual servers and allowed the FBI to retire
informationweek.com
over 550 physical servers. The virtual platform is mirrored in two locations and is replicated between sites every five minutes. IT
also can start a complete failover with the
touch of an icon that takes less than 40 minutes to complete.
The data storage initiative provides a single
storage and backup capability for FBI field
offices. The FBI maintains copies of data at
three tiered storage locations, creating redundancy at each level. The virtual platform
and single storage system are helping the
FBI to standardize hardware, simplify IT
processes, reduce server costs, and manage
complicated operations and maintenance
procedures at disparate locations.
New York City Versus Sandy’s Aftermath
Immediately following Superstorm Sandy, New
York City’s Department of Transportation (NYC
DOT) went to work to assess and document
nearly $500 million in damages to streets, sidewalks, bridges and other facilities, so that rebuilding could begin.The information proved vital for
repair crews, and also for supporting reimbursement requests to city, state and federal agencies.
NYC DOT created a browser-based GIS app to
make the information available. The interactive
map organizes photos and damage reports by
location using 44 data layers. The app reacts to
the device accessing it — smartphone, tablet
or PC — and resizes the map to fit the screen.
The application let NYC DOT field inspectors
capture digital photos of damages using iPads
[Damage documented
and embed accurate location data. It also let
NYC DOT Commissioner Janette Sadik-Khan call
up data from an interactive map on her iPad
when she was working the halls of Congress
advocating for storm relief funding for New
York City. — Wyatt Kash (wyatt.kash@ubm.com)
Find out what the rest of our Government Innovators are doing,
online at informationweek.com/500/13/government.
Sept. 9, 2013 42
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