Dennis Howlett, writing in the Irregular Enterprise on 19 March, made the case that enterprise IT just didn't get social networking and start-ups were going to make some serious hay by bypassing IT and selling right into the business. He had also included a YouTube video in which CIOs commented on the question, "Is Enterprise 2.0 hype or happening?" which provided some light-hearted snippets about a profound subject. There was some valuable information in the post, but I found that it was approaching the issue from within the old paradigm ("battle on two fronts"), and therefore largely left money of the table. I'll peel the onion here, so get ready to well up.

Three CIOs Share Vision and Techniques for Creating the Networked Enterprise—Facebook and Tagging Creep In

After James Owens' luncheon address, the Executives' Club of Chicago's 2007-08 Technology Conference series opened with the CIO of the Year Award and a sneak preview of the 2008 Chicago Technology Outlook Survey.

Then a diverse panel of executives took the stage to discuss the role of the CIO in the "networked economy 2.0." Bahman Koohestani, Senior Vice President & Chief Information Officer, Orbitz Worldwide, Paul Mankiewich, Chief Technology Officer, Alcatel-Lucent and Karenann Terrell, Chief Information Officer, Baxter International, shared their visions for the evolving role of the CIO and IT. John Gentry, Partner and Managing Director, CSC Consulting, moderated the panel discussion with aplomb. The Club's quarterly Technology Conference took place October 16 at the Chicago Hilton.

Although the panel represented such diverse businesses as pharmaceutical giant Baxter, global network equipment provider Alcatel-Lucent and travel sensation Orbitz, all were very focused on how CIOs needed to enable a new level of innovation by fostering a new level of trust and adopting a networked model—for everything. That means shared risk taking and trusting people.

Although their remarks had an appropriate enterprise focus, in Analysis and Conclusions, I will take the argument into the customer arena: only by extending their trust to customers will enterprises realize sustainable innovation in the long term.

Visions for Technology Leadership

After Gary Forsee's luncheon address, a diverse panel of executives took the stage to discuss global technology leadership. Hardik Bhatt, CIO of the City of Chicago, Steve Goldman, Director of Architecture, the Chicago Mercantile Exchange, Raymond Spencer, CEO of Kanbay International, and David Weick, Global CIO of McDonald's, shared their visions for Chicago's global role in the world. Janet Kennedy, Midwest General Manager of Microsoft, gracefully moderated the panel discussion. The Executives' Club of Chicago's quarterly Technology Conference took place March 8 at the Chicago Hilton.

"Getting global" can mean many things, and panelists hit the issue from many directions. I'll venture that, more than anything, it means changing one's mindset, focus and approach, all of which are difficult to measure. All panelists represented organizations that had had international operations for decades, so how is global different?

High Potential for Business Innovation

Plus ça change* was the theme of The Executives' Club of Chicago High Technology Conference December eighth, where an esteemed panel gave varying perspectives on Chicago's importance as a technology center. William Avery of Brunswick Corporation, James O'Connor, Jr. of Motorola, Inc. and Ira H. Cohen of Goldman, Sachs & Co. spoke about technology from enterprise IT, mobile technology and investment points of view respectively. Prior to their prepared remarks, John Gentry of CSC Consulting outlined key results of the forthcoming Chicago Technology Outlook Survey, in which corporate technology leaders commented on IT trends for 2007 as well as Chicago's role as a technology center. He moderated the panel during a Q&A session.

The net-net: Chicago has a way to go before it becomes a preeminent technology center; however, its best chance for creating breakaway value through innovation will lie in not focusing on technology, as explained in Analysis and Conclusions.

Advice from three successful CIOs

In the past 15 years, "enterprise IT" has been transformed from an accounting support function to the driver-enabler for innovation and value creation. By no means has this been a smooth transformation, as businesses in all industries are besieged by globalization, new competitors and rampant commoditization. At many companies, executives around the boardroom table have had mixed feelings about IT in the face of huge expenditures and uncertain ROIs.

At the Executives' Club of Chicago High Technology Conference last week, Michael S. Carlin of Hospira, Richard Shellito of State Farm Insurance and Randy G. Burdick of OfficeMax shared their advice on keeping IT relevant in the boardroom. After their prepared remarks, Winifred A. Gillen of Capgemini moderated the panel during a Q&A session.

The adoption of object-oriented, distributed systems grew throughout the 1990s, and the systems are becoming the norm for global enterprises as of this writing. Distributed systems, in conjunction with the rapid growth of the Internet, signify a profound change in how software is built, managed, maintained and consumed, and this development facilitates outsourcing in several ways:

• Modern systems can support unprecedented changes in business processes and even business models. Virtually all business processes are supported by IT (software), and inflexible legacy systems create a significant barrier to outsourcing when they cannot accommodate changes in process without expensive modifications, which drive up costs and delay implementation.
• Because modern systems are built of discrete objects that are connected to each other via standardized interfaces, it is easier to define separate subsystems. In legacy systems, various parts of the system are intertwined and custom coded with non-standard interfaces. It is easier to outsource parts of modern systems.
• Interfacing with Business Process Outsourcing (BPO) partner systems is far more challenging with legacy systems.