how they tackle new market opportunities. Web services will have a pro- found  impact  on  the  way  in  which  software  companies  build,  sell,  and deliver software to their customers. Web services will enable the traditional IT organization to truly evolve into a strategic business asset, no longer rel- egated to the status of a support organization. The corporate computing model will change, and the management skills required to navigate these changes will be as much business and strategy as they are technology. A BRIEF RECAP: THE PAST 10 YEARS During  the  dot-com  bust  of  the  past  two  years,  something  amazing occurred. While the business world watched dot-com after dot-com fold, and the luster of e-Business and the Internet steadily dulled, the technology visionaries were hard at work. The business world was under attack on a number of fronts, including the economic slump, the technology hangover from e-Business spending, and rapidly changing business conditions. Add the economic recession and the financial scrutiny caused by Enron’s stun- ning  collapse,  as  well  as  the  failures  of  venerable  organizations  such  as K-Mart and Global Crossing, and you have the makings of trouble. The business issues facing organizations over the past few years have been considerable. Between year 2000 preparations, then the tremendous investment in e-Business followed by the economic slump of the past two years, organizations have faced travail upon travail. Of course, the world of IT has also been pressed. Organizations have invested millions in ERP platforms,  CRM  solutions,  and  e-Business  initiatives.  They  have  imple- mented the supporting applications and infrastructure to drive their busi- nesses via the Web, such as content management, enterprise portals, data warehousing, and analytics solutions. Organizations have spent hundreds of  millions  of  dollars  on  complex  IT  solutions—solutions  that  often resulted in application silos that are massively inflexible and extremely dif- ficult and costly to implement. Many organizations spent tens of millions of dollars and several years installing ERP solutions, only to find that by the time they were through, their business had changed—both internally as well as externally. The monolithic application footprint and rigid architec- tures of ERP solutions have created a host of copycat organizations that have implemented the same solutions in the same industries. This resulted in  lost  competitive  advantage  and  uniqueness  of  business  models.  It resulted in an inability to change business processes as well as information systems to meet emerging needs. ERP implementations resulted in a busi- ness  architecture  based  on  internal  operations  versus  interactions  with customers  and  suppliers.  The  difficulty  of  integrating  ERP-centric  back- bones with other organizations’ ERP backbones persists and has created a A Day in the Life of a CIO 9 74188_WY_Marks_01  2/5/2003  4:08 PM  Page 9