The Change Agent: Vince Mancuso\n Vince Mancuso, deputy CIO of the Air Force Reserve Command\n (AFRC), says it\u2019s hard to say which came first\u2014his\n role as a leader or as a change agent\u2014but there is a\n symbiotic relationship between the two. His most significant\n achievement is turning around the ReserveNet initiative, a\n Web-based system for managing scheduling and readiness training\n of Air Force Reserve personnel. Within three months he\n assembled a technical team, built and fixed failed\n applications, and stabilized the infrastructure. He also\n restored confidence in IT\u2019s ability to deliver core\n mission applications to frontline users. Mancuso says the\n successful execution of ReserveNet\u2019s turnaround comes\n from his ability to identify a challenge and then articulate a\n plan that all stakeholders can understand and buy in to. It\n doesn\u2019t hurt that he is fluent in business and\n technology, which is critical to any transformational leader.\n \u201cYou don\u2019t have to be the expert, but you need to\n be conversant at all levels,\u201d he says. Adds Col. John\n Hayes, AFRC\u2019s CIO, \u201cHe\u2019s an effective change\n agent that translates vision into focused solutions that\n streamline our organization.\u201dTip: A change agent\u2019s power is derived from\n the stakeholders. Without valuable solutions, that power\n becomes insignificant.\n\n \n\n The Innovator: Wayne Haughey\n Innovation requires creativity and a certain level of risk.\n \u201cThe greatest innovation challenges are often not\n technical, but [have to do with] the ability to embrace\n change,\u201d says Wayne Haughey, director of systems\n engineering at Pulte Homes.Haughey\u2019s talent for innovation has shown itself in\n his \u00adability to conceive and lead projects at Pulte that\n drive business value for the company and break new ground in\n the IT-shy homebuilding industry. He says he has pushed the\n envelope by first assessing the company\u2019s readiness for\n innovation before unleashing an initiative. This approach has\n helped him successfully implement projects that are industry\n leaders, including the Global Integration Factory, which\n centralizes and controls all data for Pulte Homes for a cost\n savings of $10 million annually; Pulte Home Builder Suite, the\n first enterprise homebuilder ERP suite in North America; and\n the homebuilding industry\u2019s largest sales process and\n sales system integration of lead management, campaign\n management and CRM, delivered through Siebel OnDemand. CIO\n Jerry Batt cited Haughey for \u201cdriving industry-leading\n innovation and change through the entire corporation\u201d\n while building IT\u2019s credibility as a trusted business\n partner.Tip: Continuous assessment and improvement is the\n key to making innovation work.\n\n The Team Builder: Elizabeth Rockowitz\n Elizabeth \u201cRock\u201d Rockowitz, executive director at\n the University of Miami\u2019s Miller School of Medicine,\n believes strong teams create strong employees who aspire to\n reach higher goals and meet tough challenges. \u201cCreating a\n path for the team and supporting the group with a clear vision\n of the end goal is the first step for a leader,\u201d she\n says. The belief that each member of a team needs to fit into\n the organization so that their strengths can shine is at the\n heart of Rockowitz\u2019s leadership philosophy. That includes\n \u201cmaking sure their managers and supervisors are setting\n them up for success, not failure,\u201d she says. Rockowitz\n has established teams that work across the organization,\n demonstrate a \u201cphenomenally\u201d low turnover rate (no\n small feat as the talent wars heat up) and an ability to\n deliver projects such as the Health Management Engineering\n Division, an in-house consulting service that helps hospitals\n and clinics associated with the medical school realize the\n benefits of technology-enabled workflows. Respect and business\n leader loyalty are the result of her personal and team\n communication process and prompt execution of deliverables.Tip: Teams need to know that what they do is\n important and that it has a positive effect on the\n organization.\n\n The Business Strategist: Marc Hamer\n Marc Hamer infuses a strong business sensibility into his role\n as acting VP and CIO for Raytheon\u2019s Intelligence and\n Information Systems. This honoree also rejects traditional\n notions about technology\u2019s role as a supporting player to\n the business. \u201cI don\u2019t see IS as a support\n organization\u2014it is a clear \u00addiscriminator for our\n company to gain revenue,\u201d he says. Hamer uses his\n business background (stints in finance, business development\n and product \u00addevelopment teams) to reshape his organization\n around business growth. \u201cI run [IS] as if I were the\n owner of my own business,\u201d he says. \u201cThat way, I\n can achieve success and continue to be a key player at the\n executive leadership level and let them know the business\n can\u2019t be successful without IT.\u201d His go-to-market\n strategies have created new business opportunities by reusing\n traditional vendor products and technologies and applying them\n to solve customer problems. This approach has led to the\n introduction of new products or new features to existing\n products, saving the customer time and money and proving\n IT\u2019s value to the business.Tip: Think of yourself as a leader who is as\n important as the CEO. Then run your IT shop like a\n business.\n\n The Project Driver: Perryn Ashmore\n Tight deadlines, demanding stakeholders and bumps in the road\n don\u2019t faze Perryn Ashmore, deputy CIO of the Federal\n Acquisition Service, U.S. General Services Administration\n (GSA). When it comes to project delivery, Ashmore has scored\n successes, such as last October\u2019s successful launch of\n the HSPD-12 managed service, a standard for secure and reliable\n identification and authentication through cards issued to\n federal employees and contractors. However, Ashmore says,\n things don\u2019t always go as planned. For instance, it took\n him eight months to convince the GSA\u2019s Federal Technology\n Service that its SAP implementation couldn\u2019t deliver as\n expected and should cease. In a case like that, \u201cyou roll\n up your sleeves, get in there with them, show them that\n you\u2019re part of the solution and will be there even when\n things aren\u2019t going well,\u201d he says. As program\n manager for the reverse migration, he led the restructuring of\n the SAP environment from more than $3.1 million per month to\n less than $250,000 per month; this resulted in improving the\n progress made in the transition away from the SAP legacy\n environment. This high-profile, high-risk project is nearing\n successful completion.Tip: Consider what\u2019s possible, then give\n people a vision of what they need to achieve and how they can\n hit that target.