CHAPTER1 A Day in the Life of a CIO “The last thing one knows—is what to put first.” Blaise Pascal “While we ponder when to begin, it becomes too late to do.” Quintillan I t  is  Monday  morning  .  .  .  Bob  Dunston,  a  Fortune  500  Chief  Executive Officer  (CEO),  is  pondering  alternative  strategies  to  spur  growth  for  the next five years. He knows that organic growth from ongoing operations can be  improved  through  a  number  of  programs  focused  on  increasing  opera- tional efficiency and productivity. Specifically, it will be critical to reduce cycle times in manufacturing, lower inventory levels, improve supply chain visibil- ity, and enhance customer satisfaction and loyalty. Dunston hopes that he can achieve  these  goals  without  the  need  to  invest  in  another  huge  enterprise application project. “The ERP project was tough,” he says to himself. “I’ll retire  before  I  do  that  again!”  Of  course,  his  Information  Technology  (IT) organization  is  now  consumed  with  the  early  phases  of  an  enterprise  wide Customer Relationship Management  (CRM) project, defining the organiza- tion’s CRM strategy and performing preliminary vendor evaluations. The current Research and Development (R&D) pipeline of new products is a bit thin, and until a strategic initiative revamping R&D takes hold, the company  will  need  to  pursue  a  Merger  and  Acquisition  (M&A)  strategy. Realizing the M&A challenges that most companies face, he knows that any acquired  company  must  integrate  into  the  parent  organization  quickly  and efficiently to achieve the synergies of the acquisition. With a desire to leave the acquired company’s R&D and manufacturing operations intact, Dunston knows  that  it  is  critical  to  initially  seek  financial  integration,  followed  by 1 74188_WY_Marks_01  2/5/2003  4:08 PM  Page 1