A Day in the Life of a CIO
The last thing one knowsis what to put first.
While we ponder when to begin, it becomes too late to do.
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. Ill
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-
tions 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 companys R&D and manufacturing operations intact, Dunston
knows that it is critical to initially seek financial integration, followed by
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