Next >> R Previous informationweek.com THE BUSINESS VALUE OF TECHNOLOGY SEPT. 9, 2013 Our 25th Annual Ranking Next Previous Next Previous Next Previous Download Subscribe Where Innovation Gets Real >> Our No. 1 company: UPMC >> Beware the “faux innovators” >> How 7 companies make IT pay off >> Table of contents >> Next Previous Next 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 Previous Next 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 FOLLOW US ON TWITTER AND FACEBOOK @InformationWeek informationweek.com fb.com/informationweek LIVE EVENTS Get Practical About Innovation Join your executive peers at the InformationWeek CIO Summit Oct. 2 in New York City. You’ll explore practical steps to creating new products, business models and processes that drive bottom line results. CIO Summit is part of Interop New York. . informationweek.com/2013ciosummit Your Place In The Cloud Cloud Connect’s summits, panels and boot camps draw fellow IT pros wrestling with cloud challenges. In Chicago, Oct. 21-23. informationweek.com/2013cc PREVIOUS ISSUE The Problem With Audits Security-related rules are stuck in the past, but IT must forge ahead to the cloud anyway. Here’s how. informationweek.com/issue/audit Sept. 9, 2013 3 Previous Next Table of Contents down to Business Pure Innovation, Hold The Salt, Fat And Sugar The Innovation Imperative True innovation is hard to deliver. Join your peers at the InformationWeek CIO Summit Oct. 2 in New York City to explore the practical steps to creating new products, business models and processes that drive bottom-line results. CIO Summit is part of Interop New York, which runs Sept. 30-Oct. 4. Register informationweek.com 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 Previous Next Table of Contents down to Business 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.” Sound Off Want to raise your profile? InformationWeek is looking for technology and business strategy experts to write independent and thought-provoking opinion columns for our site. Contact managing editor Shane O’Neill to learn more. informationweek.com 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 Sept. 9, 2013 5 Previous Next Table of Contents down to Business 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. Read more in the following pages. Trust us: You won’t find any salt, sugar or fat. You’ll never look at your protected data the same way again. Simpana® 10 software is more than just an upgrade to an industry-leading solution for protecting, managing, and accessing corporate information. It’s an exponential leap forward. introducing Simpana 10 is an opportunity to not only protect your data, but to transform your business. Enable a mobile enterprise and dramatically increase productivity. Build a modern IT infrastructure and scale to new heights. Create a safe, efficient, intelligent and accessible virtual repository of all protected corporate data and make better, faster business decisions. With more than 300 new features, we designed Simpana 10 with these needs, and our customers, in mind. Isn’t it time your organization made the leap? Rob Preston is VP and editor in chief of InformationWeek. Share a digital version of this story and read others at informationweek.com/ robpreston. Write to Rob at rob.preston@ubm.com. informationweek.com Visit www.commvault.com/Simpana10. backup & recovery > replication > analytics > archive > search & ediscovery www.commvault.com n 2 Crescent Place n Oceanport, NJ 07757 Regional Offices: Europe n Middle East & Africa n Asia-Pacific n Latin America & Caribbean n Canada n India n Oceania ©1999-2013 CommVault Systems, Inc. All rights reserved. CommVault, the “CV” logo, Solving Forward, and Simpana are trademarks or registered trademarks of CommVault Systems, Inc. All other third party brands, products, service names, trademarks, or registered service marks are the property of and used to identify the products or services of their respective owners. All specifications are subject to change without notice. Previous Next Table of Contents 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 Sept. 9, 2013 7 Previous Next INFORMATIONWEEK 500 Table of Contents 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- Have You Rolled Out These Tech Strategies? Get All Our IW 500 Research Data Storage, compute or other cloud infrastructure services for application development or production systems Our full report on the InformationWeek 500 is free with registration. The report includes survey data from the 500 companies about their innovation priorities, IT budgets and their strategies 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 Download informationweek.com Sept. 9, 2013 8 The foundation of business network uptime. Previous Next INFORMATIONWEEK 500 Table of Contents 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. iwelite100/preregister. Send questions to iwelite100@ubm.com. Mobile: No Great Rush Someone forgot to tell most IW 500 companies that we’re in the midst of a mobile revolution. 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Visit: www.apc.com/promo Key Code: d335u Call: 888-289-APCC x6560 informationweek.com ©2013 Schneider Electric. All Rights Reserved. Schneider Electric, APC, Smart-UPS, and Business-wise, Future-driven are trademarks owned by Schneider Electric Industries SAS or its affiliated companies. All other trademarks are the property of their respective owners. www.schneider-electric.com • 998-1209036_GMA-US_Nexus Previous Next INFORMATIONWEEK 500 Table of Contents 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. R informationweek.com Sept. 9, 2013 10 Previous Next No. ONE UPMC TOP FIVE COMPANIES Table of Contents 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 Sept. 9, 2013 11 Previous Next No. ONE UPMC TOP FIVE COMPANIES Table of Contents Tech’s Cutting Edge Attend Interop New York to experience the latest technologies, learn the most valuable strategies and meet the top minds in IT. It happens Sept. 30-Oct. 4. Register informationweek.com 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 Sept. 9, 2013 12 Previous Next No. ONE UPMC TOP FIVE COMPANIES Table of Contents 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 Sept. 9, 2013 13 Previous Next No. ONE UPMC TOP FIVE COMPANIES Table of Contents 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- informationweek.com 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 Previous Next No. TWO ConocoPhillips TOP FIVE COMPANIES Table of Contents [ PLOT project helped ConocoPhillips tell its data story, says Bergman (right, with Pfister) Drilling Down Into Big Data Data Expertise The Big Data Conference provides three days of comprehensive content for business and technology professionals seeking to capitalize on the boom in data volume, variety and velocity. In Chicago, Oct. 21-23. 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 Register informationweek.com Sept. 9, 2013 15 Previous Next No. TWO ConocoPhillips TOP FIVE COMPANIES Table of Contents 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 Sept. 9, 2013 16 Previous Next No. TWO ConocoPhillips TOP FIVE COMPANIES Table of Contents 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 informationweek.com 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 Previous Next No. THREE Gap TOP FIVE COMPANIES Table of Contents [ 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 informationweek.com 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 Sept. 9, 2013 18 Previous Next No. THREE Gap TOP FIVE COMPANIES Table of Contents 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 Cloud Expertise Cloud Connect, Oct. 21-23 in Chicago, offers in-depth boot camps, panel discussions and peer networking to help you weigh your cloud options. 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) Register informationweek.com Sept. 9, 2013 19 Previous Next No. FOUR Penske Truck Leasing TOP FIVE COMPANIES Table of Contents [ 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 Sept. 9, 2013 20 Previous Next No. FOUR Penske Truck Leasing TOP FIVE COMPANIES Table of Contents 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 informationweek.com 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 Previous Next No. FIVE Miami Children’s Hospital TOP FIVE COMPANIES Table of Contents [ 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 informationweek.com 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 Sept. 9, 2013 22 Previous Next No. FIVE Miami Children’s Hospital TOP FIVE COMPANIES Table of Contents 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 Sept. 9, 2013 23 Previous Next TOP FIVE COMPANIES Table of Contents 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) informationweek.com Previous Next TOP 250 COMPANIES 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 Previous Next Table of Contents 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 informationweek.com 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 Previous Next Table of Contents 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 informationweek.com 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 Previous Next Table of Contents 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 informationweek.com 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 Previous Next Table of Contents 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 Previous Next Table of Contents 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 Previous Next Table of Contents 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 Previous Next 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 Previous Next Table of Contents 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 Previous Next BUSINESS INNOVATION WINNERS Table of Contents 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 Previous Next 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 Previous Next 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) REGISTER NOW Save $200 by Sept. 20 Join the Most important technology Event of the Year • • Cloud Social • • Customer Experience Engineered Systems • • Mobile Big Data Register at oracle.com/openworld Global Sponsor Marquee Sponsor Innovation Sponsor Diamond Sponsors Premier Sponsor informationweek.com Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. Register Previous Next BUSINESS INNOVATION WINNERS Table of Contents Previous Next Previous Next Previous Download Subscribe informationweek.com Next 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 Register Previous Next BUSINESS INNOVATION WINNERS Table of Contents Previous Next Previous Next Previous Download Subscribe informationweek.com Next 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 Register Previous Next BUSINESS INNOVATION WINNERS Table of Contents Previous Next Previous Next Previous Download Subscribe informationweek.com Next 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 Register Previous Next BUSINESS INNOVATION WINNERS Table of Contents Previous Next Previous Next Previous Download Subscribe informationweek.com Next 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 Previous Next Table of Contents 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 Previous Next 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. 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