by Jarina D'Auria

2008 CIO Hall of Fame

Oct 21, 200818 mins

This year's inductees truly epitomize business technology leadership

Business has never needed IT leadership more than it does in today’s unsteady economy. CIOs must deliver vision and value, innovation and results. They must stay on top of technology-driven trends and help their organizations understand their impact on business models, products and processes. To do that effectively, they must influence and sometimes exhort. On top of all that, they must execute flawlessly. This is one demanding job.

The 2008 Inductees

Dave Barnes, UPS

June Drewry, The Chubb Insurance Group of Companies

Bruce Goodman, Humana

Patricia Lawicki, Pacific Gas & Electric

Patricia Morrison, Motorola

Keith Morrow, Blockbuster

John Puckett, DuPont

Geir Ramleth, Bechtel

Andreas Resch, Bayer AG

Peter Walton, Hess (Retired)

Robert Willett, Best Buy

Doreen Wright, Campbell Soup (Retired)

To understand what kind of leadership it takes to excel as a CIO, look no further than the 12 extraordinary men and women of the 2008 CIO Hall of Fame. The lifetime achievements of this year’s inductees continue to have a profound influence on the profession. As individuals, they have provided strategic direction and creative thinking, exhibited a deep understanding of business and technology, created competitive advantage for their organizations and inspired future IT leaders. As a group, their achievements have advanced the CIO role. Read on to learn more about their accomplishments, and why we chose them to enter the CIO Hall of Fame.

We profile the efforts of one inductee in this issue (see “Building IT for the Future”). We’ll highlight others in future issues in the year ahead.

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  • Delivering for the Business
  • Dave Barnes, SVP and CIO, UPS
  • Started UPS career as a part-time package loader in 1977.
  • Held key positions during its global expansion efforts in the late 1980s and early 1990s, combining his knowledge of finance, the industry, daily business operations and technology.
  • Lead business manager on development of International Shipments Processing System, a Computerworld Smithsonian award-winning software application developed internally.
  • Special projects manager during start-up phase of UPS Airlines in 1986, one of the fastest-growing airlines in FAA history.
  • In 2001 took on Information Services Customer Technology Portfolio, managing virtually all UPS technology initiatives that directly touched the customer, including
  • Led customer technology, customer development, and operations and transportation development as VP of application portfolios.
  • Rolled out route-planning software that cut 29 million miles off delivery routes last year, saving more than 3 million gallons of fuel and reducing CO2 emissions by more than 31,000 metric tons.
  • With team, developed UPS’s innovative integrated delivery network, which uses technology to combine its home, ground and overnight delivery networks into one seamless system.
  • Barnes’s long tenure with the company and his depth of knowledge about IT and the fundamentals of the industry make him a valued contributor to UPS’s strategy and execution, says CFO Kurt Kuehn. “He is able to blend tremendous knowledge of the business with his understanding of the technological infrastructure and capabilities,” says Kuehn.
  • Next: June Drewry, The Chubb Insurance Group of Companies
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  • Mentor Extraordinaire
  • June Drewry, EVP, Corporate Process Executive (and former CIO) The Chubb Insurance Group of Companies
  • Served as Global CIO of Chubb Insurance Group from August 2005 until March 2008. Specifically brought in to fill CIO role and to develop an internal successor.
  • Began end-to-end process redesign project for two of Chubb’s business units after leaving IT.
  • Serves as a director of the Society for Information Management, with past service as a chapter president, a member-at-large on the SIM International Board of Directors and president of SIM International.
  • Received “SIM One” award in 2005 for outstanding leadership and commitment to the society and the IT profession
  • Board member for Acord, a data standards body for the insurance industry.
  • Held CIO positions at Aetna, Freddie Mac and the Aon Group. Developed several direct reports into successful CIOs.
  • As president of Systematized Benefits Administrators, completed a turnaround program for the Aetna Life Insurance and Annuity Company subsidiary.
  • While focused on information technology, Drewry has had other strategic responsibilities such as corporate planning and knowledge management.
  • Drewry joined Chubb in 2005 as a transitional IT leader. One of her missions was to groom an internal successor, says John Degnan, vice chairman and COO of Chubb. But she also oversaw the completion of Chubb’s infrastructure outsourcing project during a critical juncture. “In a very short time—three years—she had a very large impact on the IT structure and the service it provided to the business units,” says Degnan. Managing change is one of Drewry’s special talents. “She has been a master at going into very large and complex organizations and turning them around,” says Darwin John, former CIO of the Church of Jesus Christ of the Latter-day Saints and a past president of SIM, where he met Drewry almost 20 years ago.
  • Next: Bruce Goodman, Humana
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  • Connecting Customers
  • Bruce Goodman, SVP and Chief Service and Information Officer, Humana
  • Oversees integrated technology and operations management teams responsible for transforming Humana’s service model.
  • Co-led cultural transformation initiative that resulted in an outstanding first-year improvement in engagement scores.
  • Paired engagement program with a broad service improvement initiative that brings customer voice into decision making.
  • Initiated joint venture in 2001 between Humana and rival Blue Cross Blue Shield of Florida to form Availity, an Internet-based, multipayer physicians portal that streamlined administrative workflow and improved communication between healthcare stakeholders.
  • Launched SmartSummary, nation’s first in-depth, monthly benefits summary to help health plan members track and save money on prescriptions, and manage claims and benefits coverage.
  • Oversaw development of technical solutions to aid in collecting massive quantities of data and producing over 30 million personalized statements yearly.
  • President of Business Systems at Prudential from 1993 to 1995. CEO of Prudential Service Co. from 1995 to 1998.
  • Led significant infrastructure improvement effort to leverage distributed computing and Internet usage, including e-mail and IP rollout to over 35,000 workstations and a WAN redesign. Achieved annual savings of $126 million in enterprise procurement.
  • In 1982 at MetLife, led efforts to move data processing closer to customers.
  • Pioneered installing and linking of minicomputers in 1,500 branch offices to corporate systems, decreasing the time spent producing insurance quotes.
  • Advanced point-of-sale automation coupled with laptops for field sales.
  • Goodman’s ability to align IT and business allows him to drive organizational change. “By knowing where the leverage points are to improve top- and bottom-line performance, and by developing strategic partnerships, Bruce was able to help us optimize our technology investments and accelerate our business transformation,” says Michael McCallister, Humana president and CEO.
  • Next: Patricia Lawicki, Pacific Gas & Electric
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  • Power Player
  • Patricia Lawicki, SVP and CIO, Pacific Gas & Electric
  • Named PG&E SVP and CIO in 2005. Brought in as part of a mostly new executive team to begin a major business transformation.
  • Centralized and consolidated disparate IT groups into a single-solution delivery center focused on implementing programs to support multiyear, enterprisewide business transformation.
  • Successfully delivered over $600 million in new, large-scale enterprise ERP solutions in a three-year span.
  • Standardized platforms and consolidated hundreds of legacy applications leading to a multimillion-dollar reduction in support costs in application support, telecommunications, infrastructure and networking.
  • Rolled out the SmartMeter program, the largest deployment of advanced metering technology in the U.S., to provide better, faster and more cost-effective service to its customers. PG&E can remotely read meters and facilitate rate options to encourage energy conservation and help customers save money.
  • Named one of the top 100 CIOs by Information Week in 2007.
  • Held dual role as NiSource’s CIO and VP of enterprise integration and strategy. Involved with NiSource’s consolidation and reengineering of enterprise operating functions.
  • Lawicki’s leadership enabled IT to play a critical role in PG&E’s business transformation. “Whether it’s improving the efficiency of our workforce or delivering better service to our customers, IT is oftentimes pivotal in getting us there,” says Peter Darbee, president and CEO of PG&E. Lawicki understands the needs of customers and the business, and uses that knowledge to determine technology needs “from a strategic basis, not just from a tactical, just-get-it-done-every-day basis,” says Chris Johns, SVP and CFO of PG&E.
  • Next: Patricia Morrison, Motorola
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  • Combine and Conquer
  • Patricia Morrison, Former EVP and CIO, Motorola
  • Extensive MA&D experience in various industries.
  • Built consistent track record creating value from IT investments.
  • Oversaw reduction of more than $50 million in annualized IT infrastructure spend at Motorola with no direct impact to the most strategic programs.
  • Aligned IT strategic investments to expand go-to-market channels worldwide.
  • Drove adoption of SOA, middleware, Web 2.0 capabilities, SaaS and strong architecture governance to meet business needs. Implemented incident and change-management processes which resulted in 30 percent improvement in cycle time and $25 million reduction in cost of poor quality.
  • Won 2008 CIO 100 Award.
  • Office Depot EVP and CIO from 20022005. Managed global information systems, including successful e-commerce platform. During tenure, integrated Guilbert acquisition and put in place best-in-class forecasting, replenishment, and merchandise and store planning applications.
  • CIO for Quaker Oats in 2000. Developed information systems plan and technology architecture to support key business initiatives.
  • After PepsiCo’s acquisition of Quaker, led IT efforts merging Tropicana and Gatorade businesses.
  • Held CIO posts in General Electric’s electrical distribution and controls division, and GE industrial systems.
  • Held systems management and IT leadership positions at Procter & Gamble. Created IT career path in marketing analysis that is still in place today.
  • Former Motorola Chairman and CEO Ed Zander once witnessed Morrison’s poise and substance at Wrigley Field, home of the Chicago Cubs. “I was with her when she sung the national anthem in front of 35,000 people. Without music. In an opera voice. Sang right out on the field,” he says of Morrison, a trained opera singer who auditioned for the gig. “That alone tells me about her character.” Of Motorola’s senior leadership, he says Morrison “was one of those lynchpin people. A lot of people just think about their department. But Patty is about the company and her people.”
  • Next: Keith Morrow, Blockbuster
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  • Retail Innovator
  • Keith Morrow, SVP and CIO, Blockbuster
  • Reconfigured IT from back-office team to strategic partner for Blockbuster after becoming CIO in 2007.
  • Reduced IT spending by over 25 percent in nine months while delivering critical transformation projects such as digital movie kiosk.
  • Integrated into
  • Opened Indian application center of excellence.
  • Named 7-Eleven CIO and SVP of Information Systems in 2001. Turned high-cost IS function into business-aligned, strategic IT capability.
  • Implemented mobility store platform so merchandising and inventory operations happen on sales floor, not back office.
  • Created state-of-the-art merchandising and ordering terminal for stores. With NCR, developed Vcom Money Center Kiosk to meet unbanked and underbanked customer needs.
  • Helped drive record same-store sales growth and profit increases.
  • Created Internet lending business for consumer mortgages and mortgage broker relationships as SVP of e-commerce for Associates First Capital (now CitiGroup).
  • During 20-year ADP career, started two new divisions, implemented Platinum Service Offering and won “Quality Award” three times.
  • Serves on board of State of Texas Department of Information Resources. Consolidated redundant data centers into shared services model.
  • “Keith helped me learn the power of technology, especially as a retail enabler,” says Blockbuster chairman and CEO Jim Keyes. By harnessing IT, Blockbuster pulls millions of pieces of data together into easy-to-use, intuitive tools that allow more-effective decision making at point of sale. “We are not taking the people out of the decision-making process through automation, but instead are using technology to facilitate fact-based decisions on a real-time basis.”
  • Next: John Puckett, DuPont
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  • Tech Visionary
  • John Puckett, CIO of Central Research and Development and IT CTO, DuPont
  • Credited for pioneering open systems and adoption of TCP/IP.
  • At DuPont, introduced new and emerging technologies to improve security of intellectual property and new malware 3.0 attack vectors. Provides vision, guidance on standards, strategy, design and implementation of complex technology initiatives. Board member of DuPont Photonics.
  • Corporate officer, vice president and general manager of Wireless & Internet Technologies at Polaroid.
  • CIO of and BBN.
  • Member of CEO’s executive staff and strategic planning committee at BBN. Elected corporate officer by board of directors in 1995.
  • Ran GTE Internetworking Web hosting and services business after acquisition by BBN.
  • As executive manager of Global Business Development at Sun Microsystems, created and developed SunNetwork’s business worldwide.
  • At Foxboro Co., initiated and managed global five-year strategic plan for Corporate Enterprise Network Computing; the entire corporate initiative reduced order cycle time by 75 percent; IT expenses worldwide cut by more than 40 percent; initiative won numerous awards.
  • In 1982, developed and automated revolutionary standardized business process for new high-tech computer products that encompassed sales, systems, engineering operations, distribution facilities and manufacturing plants in 12 countries, resulting in financial savings.
  • Received Computerworld‘s “Premier 100 IT Leader” award.
  • Puckett practices what he preaches in heading up the innovation process, says Phuong Tram, DuPont’s CIO and VP of IT. “He scans the horizon of technology to see what we can use and what we can’t,” says Tram. DuPont CISO Larry Brock agrees. He recalls how, in a planing and strategy meeting, Puckett insisted that they needed to look out 20 to 50 years, then set strategies and plans for the next three to five years. “John always stretches the team to look beyond our current understanding,” Brock says.
  • Next: Geir Ramleth, Bechtel
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  • Entrepreneurial Spirit
  • Geir Ramleth, SVP and CIO, Bechtel
  • Responsible for Bechtel’s IS&T’s infrastructure technology operations, software applications development and deployment of technology solutions into business lines and projects. Instituted and led eSTOP initiative, achieving a 25 percent to 30 percent reduction in costs.
  • Chairman, CEO and founder of Digiplex, a communications and network facilities company.
  • In 1998 launched Geirheads, a private investment and advisory firm focused on fast-growing technology companies.
  • Founded Genuity, a Bechtel subsidiary, in 1995; as president and CEO, built it into industry leader in Internet service business.
  • Manager of commercial systems at Bechtel, responsible for consolidating all commercial systems activities. Built and managed automated Transaction Processing Center, reducing operating expenses by more than 50 percent.
  • Director of Oracle’s applications consulting practice.
  • VP and CFO for Pagemart.
  • As manager of Controller Project Systems at Bechtel in 1989, headed team to test and select accounting systems for all company divisions. Led to one of the largest commercial software license agreements.
  • li>Member of the executive committee of the Roundtable Program, Center for Digital Strategy, Tuck School of Business at Dartmouth College.
  • Hans Brechbuhl, the executive director of the Tuck School’s Center for Digital Strategy, learned about Ramleth’s strengths as an innovator while working with him at the Roundtable on Digital Strategies. “What Geir does really well is to question the status quo. He is not one of these people that just gets something into reasonable shape and rolls with it,” Brechbuhl says. Ramleth stands out both for his focus on innovation and his drive to get projects implemented. “Some people constantly question things, so much so that they never get things done,” he says. “Geir gets the ideas moving and then actually implements them.”
  • Next: Andreas Resch, Bayer AG
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  • Passion for Business
  • Andreas Resch, Chairman of the Executive Board, Bayer Business Services and Group CIO, Bayer AG
  • Launched career at Berliner Stadtreinigung in 1983 working in organization and computer systems.
  • Responsible for organization and computer systems at Francotyp-Postalia, part of Rochling Group and supplier of mail processing, franking and enveloping machines.
  • In 1993 joined Herlitz AG, leading European supplier of stationery, as commercial manager for foreign companies.
  • Appointed board member for logistics and IT. During his tenure, company received the 1999 user awards of the GartnerGroup and Computerwoche magazine for innovative IT solutions.
  • Managing Director and CIO of Fiege Deutchland, top logistics services provider.
  • Played major role in establishing CIO-Circle, a forum of 700 IT managers from German industries.
  • Named chairman of the Executive Board of Bayer Business Services and group CIO of Bayer AG in 2004. Introduced systematic realignment of company’s activities, with aim of making its services more transparent and measurable for customers.
  • Established integrated service as an advanced business model. Targeted performance as a business model for IT beyond budget orientation. Instituted professional management of innovation for IT.
  • Won seven consecutive “Jury IT” awards with Gartner and Computerwoche from 2000 to 2007.
  • Member of the Research Board and the Center for CIO Leadership (IBM).
  • Resch’s “entrepreneurial grasp” of IT makes him a standout, says Klaus Kuhn, member of the Board of Management and CFO of Bayer. “Andreas always had a vigilant eye on looming developments within IT and innovations in this field,” he says. His focus on driving IT as a business including innovation and optimization of the IT value chain makes him valuable to Bayer. “Bayer is one of the biggest IT service providers and shared services organizations in Germany, and Resch helped establish the IT-delivery form for Bayer,” says Walter Brenner, director of the Institute of Information Management at the University of St. Gallen, Switzerland.
  • Next: Peter Walton, Hess (Retired)
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  • Fueling Innovation
  • Peter Walton, CIO, Hess (Retired)
  • Moved from aerospace engineering to IT in 1985 as manager of information systems for GE Aerospace’s Systems Integration group.
  • Standardized and operated data centers, security and mail system as director of enterprise operations for Lockheed Martin.
  • In 2000, named Director of Global Infrastructure and Operations at Hess.
  • Retired in 2004 but returned in 2005 at request of CEO John Hess to “take IS to the next level.” Focused on business fusion, performance, people and innovation to fully engage Hess’s IS workforce to outperform. Standardized company’s infrastructure globally and reduced operating expenses. Brought total IS budget, including capital expenditures, to under 1 percent of total revenue. Provided competitive advantage to the business. Built sustaining leadership team at Hess, including successor. Recent internal employee satisfaction survey placed IS above the average organization in Hess, often by double-digit margins.
  • Hess won CIO 100 awards in 2006 and 2007 on his watch.
  • One of Walton’s talents is his ability to turn an IT department around, as he did for Hess, says Carl Wilson, CIO of Marriott. “He goes into companies that are a mess and rebuilds the credibility of the IT departments within the company and sometimes even restaffs,” he says. Walton’s understanding of both leadership and the positioning of IT within an organization helps him create a competitive advantage for the business, Wilson adds.
  • Next: Robert Willett, Best Buy
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  • Putting the Customer First
  • Robert Willett, CEO, Best Buy International and CIO, Best Buy
  • Joined Best Buy as EVP of Operations in 2003. Responsible for supply chain, sourcing, dotcom, IT and enterprise transformation.
  • Developed strategy for key enablers from supply chain to back-office systems utilizing cutting edge technologies.
  • Within IT, created a structure of business information officers who are fully integrated into the business.
  • Extended retail-oriented architecture to accommodate interface with scheduling routing and dispatch that enables Geek Squad customers to enter the system and choose a convenient service time—a retail first.
  • Built service-oriented architecture to equip enterprise with multiple capabilities across 13 countries.
  • Provides capability to store GMs to monitor store manager’s workbench, customer P&Ls and product solutions, which are updated every 7 seconds and provide full P&Ls by customer segment to 140,000 store employees.
  • With team, eliminated technology “hair ball” of 740 applications and technologies, plus over 65,000 interfaces—reduced by 70 percent.
  • Named special director to Best Buy Board.
  • Global managing partner of Accenture’s retail practice. Oversaw SMART store program showing how technology drives innovation.
  • Board member of CIO Executive Council.
  • Received 2008 CIO 100 Award.
  • Willett “has enabled the company to move faster and pursue more far-reaching strategies than anyone else in our company’s IT history,” says Best Buy CEO Brad Anderson. Willett’s efforts allow the company to think about and use IT in less-traditional ways. “Bob has the ability to challenge you in what you believe are the facts,” says Best Buy’s CISO Deb Dixson. By always asking, “Why not?” when approaching a solution, “his questions change people’s minds about how to think about IT,” says Dixson.
  • Next: Doreen Wright, Campbell Soup (Retired)
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  • Change Leader
  • Doreen Wright, SVP and CIO, Campbell Soup (Retired)
  • Held executive posts at Merrill Lynch and Bankers Trust. Developed multicurrency accounting system at Bankers Trust.
  • Joined Prudential in 1995 as SVP of operations and systems. Developed award-winning application unifying multiple internal investment product systems through single workstation, enabling customer service capability independent of production and distribution channels.
  • EVP and CIO of Nabisco. Developed its Web order entry capability, HR portal and launched e-freight service.
  • Campbell Soup’s SVP and Global CIO in 2001. Transformed IT by introducing processes governing portfolio management and investment selection, program management and business change management.
  • Centralized, standardized and outsourced global infrastructure and AMS. Successfully deployed a $140 million SAP implementation across all Campbell North American businesses which was cited as case study by MIT.
  • Managed extensive organization redesign, new compensation plans, performance management and succession planning processes as interim head of Campbell’s HR department in 2002.
  • Serves on Campbell’s Diversity Advisory Board.
  • Working with Wright, Campbell President and CEO Douglas Conant says he developed “a deeper appreciation for the value of standardized processes across our global enterprise.” But, he adds, “what differentiates her from other CIOs is her contributions above and beyond the traditional IT role.” When he appointed Wright interim head of HR in 2002, she helped not only with overall management but with a cultural transformation that required Campbell to turn over 300 of its top 350 executives and promote more than 100 from within the company. “She has the ability to balance the drive for results with encouraging individual development,” notes Joseph Spagnoletti, SVP and CIO for Campbell and a former direct report.