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Innovation can deliver a desirable experience for your customers, and sustainable growth for your company. Many companies, however, struggle with how to deliver top-line growth and deliver true business innovation. Meanwhile, come companies have become astounded by the curve balls being thrown at them because of rising energy costs in the global economy. Getting corporate innovation right goes beyond delivering the next generation product. If you want to deliver something that creates value Innovation can deliver a desirable experience for customers, you need to take a holistic look at innovation. This approach requires a total solution based on the right business model, the ability to leverage partnership relationships, and the desire to reach customers through different channels. Cheryl Perkins practiced this holistic innovation model while she was chief innovation officer for Kimberly-Clark. This model has become the underpinning of her strategic innovation consulting practice called Innovationedge. She says, "We started the practice to deliver a roadmap so companies can get their leadership teams focused on key priorities and capabilities so they can start to innovate." Because so many products have a tie in some way to IT, CIOs plays a critical role in driving innovation more than they did a few years ago. Perkins says that CIO and their teams can harness the important discrete pieces of information that sit in various departments across the company. She adds that even regulated products have discrete information residing in different departments. She says, "The IT team puts critical support systems and information systems in place so you can capture the knowledge and transfer it. This process is critical to speed to market. If you don't have this flow of information and data throughout the corporation, your time to market will be delayed. Without the IT team, the data and knowledge can't be transformed into new solutions."

Many CIOs grapple with how to align IT with the needs of their businesses. By de facto, they have to demonstrate the value their role serves and to make sure technology works well within their businesses. However, these CIOs aren't alone. Businesses, in general, have a hard time measuring and quantifying the value of IT and how it affects the entire business. Meanwhile, forces such as a mobile global workforce, the growing dependency on social media, and the push for more utility computing based on service-oriented architecture are driving businesses to converge their IT strategy with their business strategy. This move will fuel growth and will sustain profitability. In a converged company, information, not the technology behind it, is what matters to all constituents the company serves. As a result, CIOs take on the new role of information officer not chief IT officer. They become more involve in strategy planning and in the governance process. Moreover, they look at how technology enables the business architecture and how the business manages the overall investment portfolio. No one knows more about getting out of the alignment trap and moving toward convergence than Faisal Hoque, founder and CEO of BTM Corporation; founder of the BTM Institute, a not-for-profit IT think tank; and author of five books on business technology management. In fact, a decade ago, Hoque conceived and developed a unique holistic business model which looks at the relationship between business and technology in the following areas: governance, strategy and platform, enterprise architecture, investment management, and the maturity of the overall management structure. The result is a converged organization where business and technology come together to drive innovation, which, in turn, fuels growth and profitability. In this podcast, Hoque provides a good overview of the organizational changes and the philosophy changes CIOs need to consider if they want to transition from alignment to convergence. He also talks about the BTM Institute's Business Technology Convergence Index, a five-year study that quantifies the relationship between the way global companies value their technology investments and the companies' revenues and profitability. He says, "Companies with mature converged business technology management practices, such as FedEx, UPS, and Procter & Gamble, have better financial performance than their competitors. Think about it. Today, both FedEx and UPS are information services companies, not just movers or packages and trucks."

Each year, MasterCard processes more than a trillion dollars worth of credit card transactions between its 25 million acceptance locations in 210 countries worldwide. Net revenues for 2007 year were $4.1 billion, a 22 percent increase versus the same period in 2006. Information technology drives all MasterCard's three card business services: franchiser of acceptance locations that are guaranteed through MasterCard's network; processor of all payment transactions through the network and the final settlement of dollars with the financial institutions; and consultant offering a data warehouse of intelligence to help customers, such as merchants and banks, to make the best use of payments. Robert Reeg, interim president of global technology and operations at MasterCard Worldwide, says that he doesn't worry about aligning IT with the business. He says, "We're one and the same. IT and the business are completely connected." In fact, Reeg leverages IT talent around the world to build and to manage MasterCard's massive network. He has even created the role of the business technologist as a way to develop future IT leaders. In this podcast, Reeg talks about how his organization has adapted to the current economy to maintain its position in the marketplace, what processes, best practices, and new technologies are in place to manage a global organization, what role outsourcing plays in the IT operations, and how leveraging diversity can improve the innovation process.

In 2007, a major company issued a statement saying that it had dismissed its CIO for violating an important corporate policy. The nature of the corporate policy wasn't revealed. Just about every IT publication carried news of the event. For weeks IT bloggers posted comments about what the CIO could have done to be let go. Eventually, the noise level around this executive's dismissal died down, and the executive took a new job in an area outside of IT. In this podcast, enterpriseleadership.org asked one of the world's most sought-after authorities on executive reputation, to talk about how C-level executives, especially CEOs, build their reputations based on their corporate strategies, what they need to do to maintain them, and what challenges they face in developing and executing their corporate strategies. In her role as chief reputation strategist, Dr. Leslie Gaines-Ross leads Weber Shandwick’s global reputation consulting services and proprietary thought-leadership development. She has done groundbreaking, award-winning research into CEO and corporate reputation, executive team reputation, leadership transitions, and reputation sustainability and recovery. She spearheaded the first comprehensive research on CEO reputation and its impact on corporate reputation and performance. She developed Weber Shandwick’s first global corporate reputation study – “Safeguarding Reputation,” which identifies strategies for sustaining and recovering corporate reputation. Dr. Gaines-Ross also created Fortune’s “On the Minds of CEOs” research. Her book, CEO Capital: A Guide to Building CEO Reputation and Company Success, was published in 2003 by John Wiley & Sons and her book on reputation recovery is scheduled to be published in 2008, also by John Wiley & Sons. Dr. Gaines-Ross created www.reputationRx.com, the Web site devoted exclusively to reputation news and information, and her blog can be found at http://reputationxchange.com/.

Because of the rapidly accelerating pace of change in global business today, C-level executives in all size companies need to respond quickly to changes in their business climate. Thus, executives have to be aware, not only of their own external environment, but also they have to immerse themselves in their industries, and to look at society -- both nationally and globally. By understanding where changes come from or what changes to make, executives can take advantage of new opportunities. Meanwhile, executives must also focus on innovation and entrepreneurship in order to be successful. In fact, the Carnegie Mellon MBA programs looks at innovation in organizations, ranging from startups to the Fortune 500 companies. In this podcast, Dr. Art Boni, the director of the Donald H. Jones Center for Entrepreneurship at the Tepper School of Business at Carnegie Mellon University, talks about how entrepreneurial leadership and innovative drive corporate growth. (Boni also holds the John R. Thorne Chair of Entrepreneurship at the Tepper School of Business.) He says that to achieve this, executives need to understand their market, and their customer needs, and then to develop strategies for going forward. He says, "Companies also need to have good leadership because a strategy without a good team to execute it won't go very far." Boni views corporate strategy as an integral part of innovation and success for any organization. He adds that good integration of information across the enterprise can help executives better execute their strategies and move the company forward. Dr. Boni has solid experience to back up what he teaches and preaches. Before getting his doctorate and becoming a full-time professor, Boni pursued an entrepreneurial career in the private sector. He joined Science Applications International Corporation (SAIC) after its startup period and become part of the senior management team that built the company to $700 million in revenues. Today, SAIC is an $8 billion technology conglomerate. He also founded and served as CEO of a technology incubator, and four companies in technology and life sciences.

When Hord Tipton became CIO of the U.S. Dept. of Interior, he knew he would be wrestling with some daunting IT issues, especially in security. In fact, the Dept. was reeling from a December 2001 court order that disconnected all Interior systems from the Internet. That order resulted in a multi-million lawsuit brought by beneficiaries of Individual Indian Trust accounts held by the Interior's Bureau of Indian Affairs, based in part on hackers burrowing into the Trust's accounts. By making a good case for business systems security, Tipton managed to convince the Interior's officials to increase the $4 million annual IT network and security budget to $100 million. Tipton and his staff spent the next four years upgrading systems security and getting all of the Interior's systems reconnected to the Internet. Tipton even gave his IT staff one year to become certified in security. When he received a lot of staff resistance to his challenge, the 60-year old Tipton did something unusual for a CIO. He became a Certified Information Systems Security Professional. This certification matched the job at hand. Under Tipton's leadership, the U.S. Dept. of the Interior established sound IT security policies and guidelines, and initiated testing and IT security training programs throughout the agency. Now retired from government service, Tipton is a board member of ISC2,, the organization that oversees the CISSP exam and maintains the credentialing process.

Today's CIOs come from many disciplines outside of IT, but they all face a similar challenge -- how to take their IT organization from being a cost-centric services provider to being perceived as a valuable business partner. That's the question Patrick Gray answers in his new book, Breakthrough IT: Supercharging Organizational Value Through Technology. His book provides a necessary roadmap for shifting IT from an operational entity that simply manages technology, to a powerhouse that combines strategy and technology to deliver measurable business results and long-term value. As principal and president of the Prevoyance Group, a strategic IT consulting firm, Gray has worked on this issue with clients ranging from OfficeMax to SAP. The Prevoyance Group's strategic IT consulting combines applied strategy and process improvement to ensure large IT organizations measurable monetary returns. In this podcast, Patrick Gray talks about why CIOs don't belong to the business strategy circle, how the CIO role has to change to accommodate breakthrough IT, and what CIOs should do to accelerate that change.

To provide end-to-end IT services and business processing outsourcing solutions for Global 2000 companies, UST Global has a customer-centric global engagement model that combines local and off-sites resources with the cost, scale, and quality advantages of off-shore operations. This customer-centric model forms the core of the company's values of how it operates and how it serves customers. Tony Velleca, UST Global's CIO says that the company strives to build a long-lasting strategic relationship with each customer. "We empower our employees to provide value beyond what's outlined in a customer contract." A project portfolio management system provides the technology underpinning for the customer engagement model. Velleca says, "We can have as many as 660 projects going at the same time." The system Velleca deployed enables UST Global's personnel to prioritize company projects, and to improve the performance of those projects, while reducing their costs. He says, "Because we know which projects won't meet customers' objectives, we can take the approprate action." The industry-leading expertise found within UST Global's centers of excellence concept plays another key role in the customer engagement process. The CoEs deliver pragmatic IT solutions that allow UST Global to consistently achieve its most critical business objectives. Complementing the CoEs, the partner programs aim to develop strategic relationships with key technology organizations, which can provide UST developers with access to new technology and educational resources. KPMG has certified UST Global as an SEI-CMMI and PCMM Level 5 company. Velleca says, "We've adopted Six Sigma for developing our customer-facing processes. Our centers in India are ISO 27001 certified. These quality practices provide a foundation for all of our services, and also to provide internal benefits to our customers."

To overcome stagnant revenues, Symantec embarked on a corporate transformation integrating disconnected business subsidiaries into one cohesive business, focused on customer needs. Symantec couldn't have done this initiative without the help of Dr. Robert H. Miles, who developed the accelerate corporate transformation or ACT framework to enable change. He has written many books on the subject and heads up a corporate transformation consulting practice and serves as chairman of two other consulting firms that use his ACT framework. Dr. Miles developed the ACT framework for business transformation while he was carrying out executive leadership programs for CEOs at Harvard Business School. The first version of ACT emphasized focus and execution. After spending time in Silicon Valley, Dr. Miles expanded the ACT framework to include speed and engagement. He says, "These four competencies become the bedrock of an organization's management process." In this podcast, Dr. Miles talks how the ACT framework can help C-level executives to plan, to launch, and to refocus corporate transformation efforts, how companies have benefited from this framework, and why speed, not necessarily agility, is the new management discipline.

When it comes to looking for a job, an apartment, or even a good garage sale, more than 26 million unique visitors each month turn to a Craigslist.com site in one of 450 cities in 50 countries. No one can dispute the cult-like reputation Craigslist, founded by Craig Newmark, has earned. As a company, Craigslist runs frugal with 25 employees working out of an old Victorian building in San Francisco. However, Craigslist has proven that even a well meaning, grassroots bunch of nerds can put a big dent in the advertising profits earmarked for 1,000 of newspapers. Let's not forget how Craigslist, which is 25 percent owned by eBay, has changed the way many of us live and work. So how did Craigslist, which started as Newsmark's idea for a San Francisco events list 12 years, come this far? Why would a company that could be making hundreds of millions of dollars each year continue to offer a primarily free service? What drives Craigslist's quirky form of innovation and culture? These are some of the things enterpriseleadership.org asked Jim Buckmaster, craigslist CEO. Since 2000, Buckmaster has led craigslist to be the most used classifieds in any medium, and one of the world's most popular Web site.

When it comes to looking for a job, an apartment, or even a good garage sale, more than 26 million unique visitors each month turn to a Craigslist.com site in one of 450 cities in 50 countries. No one can dispute the cult-like reputation Craigslist, founded by Craig Newmark, has earned. As a company, Craigslist runs frugal with 25 employees working out of an old Victorian building in San Francisco. However, Craigslist has proven that even a well meaning, grassroots bunch of nerds can put a big dent in the advertising profits earmarked for 1,000 of newspapers. Let's not forget how Craigslist, which is 25 percent owned by eBay, has changed the way many of us live and work. So how did Craigslist, which started as Newsmark's idea for a San Francisco events list 12 years, come this far? Why would a company that could be making hundreds of millions of dollars each year continue to offer a primarily free service? What drives Craigslist's quirky form of innovation and culture? These are some of the things enterpriseleadership.org asked Jim Buckmaster, craigslist CEO. Since 2000, Buckmaster has led craigslist to be the most used classifieds in any medium, and one of the world's most popular Web site.

Server virtualization. Retiring and redeploying servers. Improved cooling. Virtualized desktops. Even temporary storage of the OS. These initiatives comprise Sybase's enterprise green strategy. Like many large companies, this $1 billion data base vendor has cut unnecessary IT costs by consolidating data centers. Now Sybase plans to keep unnecessary IT costs from growing by going green. In fact, Jim Swartz, CIO of Sybase, says that these initiatives could postpone the building of a new data center until 2017. How let's hear more about Sybase's going green from Jim Swartz, CIO and vice president of Sybase.

Server virtualization. Retiring and redeploying servers. Improved cooling. Virtualized desktops. Even temporary storage of the OS. These initiatives comprise Sybase's enterprise green strategy. Like many large companies, this $1 billion data base vendor has cut unnecessary IT costs by consolidating data centers. Now Sybase plans to keep unnecessary IT costs from growing by going green. In fact, Jim Swartz, CIO of Sybase, says that these initiatives could postpone the building of a new data center until 2017. How let's hear more about Sybase's going green from Jim Swartz, CIO and vice president of Sybase.

What does agility have to do with information technology? If IT organizations want to lower their operating costs, to improve the business's overall customer service, and to find new revenues opportunities, they must improve their agility to anticipate changes in the marketplace, and to act accordingly. Agility, along with appropriate alignment with the business units, can help IT organizations create more business value. In this podcast, Dr. Nick Horney, founder and principal of Agility Consulting and Training, talks about the agile IT organization. He was one of the expert panelists who participated in the selection of CIO magazine's Agile 100. Now let's meet Dr. Nick Horney. http://www.enterpriseleadership.org

What does agility have to do with information technology? If IT organizations want to lower their operating costs, to improve the business's overall customer service, and to find new revenues opportunities, they must improve their agility to anticipate changes in the marketplace, and to act accordingly. Agility, along with appropriate alignment with the business units, can help IT organizations create more business value. In this podcast, Dr. Nick Horney, founder and principal of Agility Consulting and Training, talks about the agile IT organization. He was one of the expert panelists who participated in the selection of CIO magazine's Agile 100. Now let's meet Dr. Nick Horney. http://www.enterpriseleadership.org