CIOs need to be deep - CIOL Interviews

CIOs need to be deep

Manikkam V.S. head Henkel Information Technology talks about some predicaments he grapple with as a CIO of a manufacturing concern and how being well-versed with top strategy and direction and hands-on issues helps in applying IT better.

Pratima Harigunani

Saturday, March 15, 2008

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What has the transformation been like from moving to basic IT infrastructure to sophisticated solutions and also from turning from a medium enterprise to an IT-savvy one?

With the merger of our company, the enterprise acquisition strategy required integration of technology, emphasis economies of scale , required product integration, marketing integration, supply chain integration etc. It required consolidation or complete independence of businesses or anywhere in between.

IT was part of the every due diligence effort and worked out the budget and plan accordingly. While it is unlikely that technology becomes a deal breaker, it can happen.

Appropriate due diligence that incorporated integration planning avoided the untenable situation of building islands of automation. The result is a profitable and competitive enterprise with great ability to react to its current market place.

What is your overall assessment of outsourcing as an IT strategy?

Growing concerns over the environment and an increasingly mobile workforce rather than simply financial saving are likely to be the key drivers behind IT outsourcing decisions in 2008.

Companies which have previously hosted data centers "in-house" will still look to third party providers to manage their IT operation in a bid to save capital expenditure. However the focus will increasingly be on green technology with environment-friendly IT specialists likely to be in demand.

In addition, forward thinking businesses are expected to allow their workers to use must-have technology which allows them to use device for both business and pleasure such as the iphone with support for these technologies also likely to be outsourced.

A profound transformation in how people work and do business is driving a new set of service requirements and imperatives. Accommodating these new users' demand will be the main challenge for outsourcing providers in the coming year and beyond.

What are the key challenges you face as a CIO today? How unique are the IT needs and issues for the vertical that you operate in?

A major hurdle in achieving successful quality in manufacturing in the coming years is the need for greater integration between automation vendors and enterprise software vendors.

I need to support a stronger integration using technology that provides an IT platform founded on industry standard. This enables the enterprise to extend the value provided by its investment in decision support and data warehousing solution to other systems and programming environment.

The results are working out reduction in cost of developing, deploying and maintaining enterprise solution for empowering people to make well-informed decision.

What is your take on Windows Vs Unix, Linux for your server requirements?

Currently our company is working only on Windows and no plans of migrating to open source. This is the policy of the company.

How do you intend to leverage your current IT infrastructure in future?

There is still a strong need to provide integrated system with strong quality data management analysis and capabilities. Recognizing the importance and effectiveness of this approach with technology companies to realign their partnering strategy is needed to benefit the company.

The focus is on developing joint solution to meet the needs of specific organizational functions. The goal is to create value by providing solution that presents a holistic view of the organization- one that goes beyond just looking at key performance indicators and taking measurement.

Companies want to create an intelligent enterprise. Information is the key, and it begins with corporate IT strategy to help turn information into intelligence. Today our organization needs to find out where it stands, where it is going and how far along it is in achieving its strategic goals.

If you were to pick the key accomplishment areas of your IT investments so far, what would they be?

The CIO is in a unique position to deliver business strategies through IT. Change is always difficult, but a strong CIO will have the leadership qualities needed to steer the enterprise through these dynamic times.

It's time the CIO leads the effort to reinvent IT and the CIO's role along the way. As head of IT, I am conversant with the strategic goals of the business and the alternative ways the company can meet them.

Armed with the knowledge, I have partnered with the operating managers to create more powerful ways to do business utilizing new IT capabilities. It required me to go far beyond the rank seeking managers' request and in many cases actually take the lead in redefining the business.

This required, first and foremost, a deep understanding of the business, far beyond the day-to-day operation as currently conducted. I generally focus on strategic directions for the corporation and perform as mentors and advisors to the corporate staff members and the CEO.

I am also typically grounded in strategic thinking, and play an active role in the product/service development side as well as the marketing/sales side, with focus on issues such as business and IT alignment, and attempt to uncover IT-enabled business opportunity and apply IT initiatives to streamline business processes. I have developed an all-encompassing view of the enterprise.

©CyberMedia News

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