Computerworld has announced the 100 IT Leaders it honors annually. The full list is here.
Congratulations to each, and in particular to Sukumar Rajagopal, who wears both CIO and Head of Innovation hats at Cognizant. I was happy to write a recommendation for him to be considered for this honor. As I wrote “if that had only been a list of 25, instead of 100, I would have still recommended him”
They include Home Depot’s MyInstall, a personalized Web portal designed to help customers keep close tabs on each phase of a home improvement project. Public relations firm Ketchum built IdeaShop, a searchable database containing great ideas that were never sold to clients but are still ripe for use.
Beth Israel Deaconess Medical Center did an extensive study on OpenNotes, a movement to allow patients to view their doctors' notes via a secure website. The Dallas Cowboys' mobile app enhances the in-stadium experience, and how the Salvation Army (in photo below) embraced mobile apps to track the number and type of goods being donated and to give social workers quick access to information on people in its substance abuse program. Meanwhile, Mitsubishi and Procter & Gamble have put mobile devices and apps into employees' hands: Mitsubishi with a secure BYOD program, and P&G by replacing sales reps' paper catalogs with iPads.
Good to see Bill Schlough of the Giants recognized as InformationWeek’s Chief of the Year. I had blogged about him and the Park when he kindly hosted us in 2007.
Some of his innovations from the article
Knowing that season ticket holders don't normally attend every game, the Giants created a secondary online ticket market, called Double Play Ticket Window, in 2000, before StubHub existed. Working with a now-defunct SAP-Intel joint venture called Pandesic, the Giants invented a way to activate and deactivate the bar codes on tickets, making exchanges simple and safe. After Pandesic went bust in 2000, the Giants built the platform again in partnership with Tickets.com, which was subsequently acquired by MLB Advanced Media, which now licenses the technology to StubHub. While the Giants still make a small profit from Double Play, Schlough considers it a fan service rather than a business venture.
When the Giants opened AT&T (formerly Pacific Bell) Park in 2000, mobile was in its relative infancy and modern social networking didn't exist. As early as 2004, Schlough sculpted a wireless experience for fans, even if only a handful of them were on the network. But on opening day of 2008, several months after the advent of the iPhone, the ballpark's network was saturated.
Online fan voting (for the All-Star Game) is theoretically limited to 25 times per person, and the biggest baseball markets have always had the advantage. In 2012, MLB allowed mobile balloting for the first time. "What other park in the world has the infrastructure to be able to tell our fans to pull out their mobile devices and vote right now," Schlough says. And that's what the Giants did, starting with a big series with the Los Angeles Dodgers a week before the voting period closed.
Over at the Deal Architect blog, Sukumar Rajgopal, CIO of Cognizant, has written a multi-part on his views on “Social Design” and its impressive implementation at the firm.
Here are some excerpts:
“We started envisioning the Meeting Concierge app to streamline the process of booking of a multi-site Tandberg meeting. It would have been quite straightforward to create a conventional app with scheduling screens to solve the problem. But that wouldn’t meet the 500% productivity gain constraint as well as the no change management constraint.
The team brainstormed a breakthrough idea – the user who is scheduling a meeting using Microsoft Outlook will continue to use the same method with a small change. The meeting organizer will add Meeting Concierge as an additional participant into the meeting. Once this is done, the Meeting Concierge uses the associate’s current location from the Global Seat Management System of Record and finds the nearest Tandberg room automatically from the conference room inventory database. And by using the Tandberg APIs, it also schedules a bridge for the duration of the meeting, automatically.
Wait, it gets better, the Meeting Concierge also automatically updates all participants’ Outlook calendars with the conference room details.
Boom. This whole process now takes a few minutes instead of the previous few hours. Massive productivity gain and delight for users was achieved.
As you can see, the Meeting Concierge is a great example of the social design techniques we use to create new kinds of apps.
With such apps, the OneCognizant platform was gathering momentum rapidly. In Feb. 2012, we hit 85% employee coverage on Oneclick tasks. Accolades started coming in.
In March 2012, OneCognizant was recognized as a “Top 5 Innovations of the Year” by the prestigious NASSCOM Innovation Awards program. We were a tad disappointed that we didn’t make the final Top 2 list.
We requested Geoffrey Moore, the innovation guru who coined the term “Systems of Engagement” to provide his impressions on OneCognizant for the CIO 100 Awards nomination. He had this to say about One Cognizant:
“What is impressive is how deeply an enterprise IT initiative has embraced the design rules of user experience design and social design. The ideas around Systems of Engagement have been circulating for some time, but few CIOs have been able to enact them, most still being held back by the pull of the past."
We are very pleased to see that OneCognizant has been chosen as a CIO 100 honoree.
On May 7, 2012, just 372 days since global availability, we hit the 5 million app launches milestone. We now have 251 Web apps in the App Store, releasing 10 new apps every month on an average. The “Like” count on the platform has reached 50,000.
Clearly, these kinds of stats, tell us that the program is headed in the right direction and has gathered significant momentum, though it is still early days.
But given that we are an organization of 140,000-plus people, these stats could be called vanity metrics (as Eric Ries calls them). We need a more direct measure of the platform’s value creation benefit. Fortunately, we were able to add a question on the OneCognizant experience in our annual internal satisfaction survey. We were very pleased when 75%-plus associates gave OneCognizant a rating of 4 or better on a scale of 5.”
Other OneCognizant applications with similar impressive payback from a Sukumar presentation.
McKinsey Quarterly (sub required) compiles a series of interviews (some are 2 years old) with executives of P&G, Volkswagen, Deutsche Post (which also owns DHL) and NetApp on technology direction, budgets and innovation.
I wrote an article for the thought leadership journal published by Cognizant (a sponsor for this blog)
"Most organizations feel intense, almost desperate, pressure to change
and innovate. At times like this, it is useful to draw inspiration from
the ultimate “Renaissance man” -- Leonardo da Vinci. He symbolizes the
rejuvenation that Western Europe experienced during the 14th through
16th centuries, after the Black Plague and subsequent Dark Ages."
Register here to get access to the article and others in the journal.
"Gary Reiner isn't like other CIOs. The average chief information
officer's tenure is just over three years, but he has held the job at
General Electric for the past dozen years - the period when the
foundation of GE's business shifted from manufacturing to services to
information. Most CIOs complain about their budgets' getting squeezed,
but Reiner's is growing and, at $4 billion, is almost the size of a
Fortune 500 company. Many CIOs report to the chief financial officer,
but Reiner reports to the big boss, GE's CEO, Jeff Immelt. Most
strikingly, other CIOs are rarely in charge of critically important
non-infotech responsibilities, but Reiner has been running GE's massive
Six Sigma initiative since 1996 and also oversees the company's $55
billion of annual sourcing."
"But my favorite interview was getting to talk with Architect Derek Gottfrid,
who told me about this thing called Time Machine which is an archive of old
issues of the New York Times that you will be able to look through — he gave me
a good demo of it in the video I filmed. He told me how they used Amazon’s EC2
service to convert all the TIFF images to PDFs for this project. Then he also
told me that Times Machine would be released (today)"
Scoble on a tour he got of this and other technologies at the "gray lady"
Also, here is a fascinating description of the signage on its new headquarters
"How do you add a block-long, 15-foot-tall blackletter logo to the front
of a minimalist building without obstructing the view of the Times staffers working inside? The answer was to break the sign up into smaller pieces, 959 of them to be exact. Each letter in the Times
logo was rasterized, that is, divided into narrow horizontal strips,
ranging in number from 26 (the i in “Times”) to 161 (the Y in “York”)."