Rolls-Royce chalked up revenue growth of 22% last year as it continued to diversify from being primarily a maker of premium luxury cars to being a designer and builder of power sources -- including engines, turbines, and propulsion systems -- for aerospace, marine, and energy markets. Jonathan Mitchell, CIO and director of business process improvement, realized several years ago that what he called the company's "software fiefdoms" -- 24 separate instances of SAP around the globe -- would be a barrier to not only efficiency but also growth. Today, Mitchell has converted those 24 versions of the truth into one single global instance. QUESTION: Was Mitchell able to achieve that because of his dual title of CIO and director of business process improvement? Or is it something all CIOs should be leading?
In Brazil, Banco Bradesco VP of IT Larcio Albino Cezar has 2,238 IT employees, with about 4% of those dedicated to R&D to help create competitive advantage through tech-enabled innovation. Banco Bradesco is looking to enhance customer security and confidence with biometric authentication, which it's testing at 1,700 ATMs in Brazil. QUESTION: In spite of the brutal economy and the multiple budget cuts you've had to make over the past year, have you managed to preserve forward-looking R&D efforts? If not, how will you and your team play catch-up when the business climate improves?
Take a look at your answers to these 10 questions based on comparisons with priorities and achievements of some of our Global CIO 50. How do you feel you measure up? In which areas are you holding your own, and in which do you feel exposed? Would you be comfortable showing your CEO a side-by-side comparison? Can you use these examples of worldwide excellence to buttress your arguments for how your priorities should be set, or for why you should be excused from an imminent round of budget cuts?
As we've emphasized in this column, the global economic downturn is accelerating the evolution of the CIO position and will require CIOs to be more business-driven, more customer-focused, more able to articulate clearly the business value of IT expenses, and more accountable for growth. I hope the 10 examples above from the Global CIO 50, plus the related self-assessment questions, will help you take stock of whether you're ahead of -- or behind -- that evolutionary curve.
For more on how Global CIOs are handling today's challenges, read the InformationWeek cover story The Global CIO 50: IT Leaders Changing the Business World
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