We recently passed the 100-day mark since VMware joined Broadcom. While much work remains, we’ve made substantial progress as we build the world’s leading infrastructure technology company.

In the 18-month process of evaluating and acquiring VMware, we looked at everything to identify what’s needed to create more value for our customers. We’ve acted decisively to increase customer value since we closed the acquisition in late November.

We overhauled our software portfolio, our go-to-market approach and the overall organizational structure. We’ve changed how and through whom we will sell our software. And we’ve completed the software business-model transition that began to accelerate in 2019, from selling perpetual software to subscription licensing only – the industry standard.

Of course, we recognize that this level of change has understandably created some unease among our customers and partners. But all of these moves have been with the goals of innovating faster, meeting our customers’ needs more effectively, and making it easier to do business with us. We also expect these changes to provide greater profitability and improved market opportunities for our partners.

Beyond our commitment to simplification across the organization and portfolio, and to making our products easier to buy, deploy, and use, we’ve committed $1 billion to invest in innovation.

VMware Cloud Foundation – A Platform for Agility, Innovation, and Resiliency

Like Broadcom, VMware has a remarkable history of innovation. Many major brands and Fortune 500 companies run their mission-critical workloads on VMware software. What Broadcom has brought to the table is a renewed sense of focus.

When I spoke to CIOs, CTOs, our partners and influencers over the past 20 months, three themes consistently emerged:

Technology complexity is slowing organizations down, in an era in which speed is critical to win;

There’s a need to simplify IT to support this increased business velocity and provide the flexibility needed to respond quickly to market changes; and

Resilience and security are paramount, along with attracting and retaining developers.

VMware Cloud Foundation, or VCF, is our platform for innovation going forward. It’s the solution that will help us address the business outcomes our customers have expressed to me directly as their most critical priorities.

VCF is a completely modernized platform for cloud infrastructure. It’s fully software-defined compute, networking, storage and management – all in one product with automated and simplified operations. It’s more fully integrated, so our customers can reap the full value from our technology.

With VCF, our customers will achieve a highly efficient cloud operating model that combines public cloud scale and agility with private cloud security and resiliency. And we believe it delivers this at a lower cost of ownership for the average enterprise customer, compared with the ever-increasing cost of a public cloud. To allow more customers to benefit from VCF, we’ve cut the previous subscription list price by half and increased support service levels.

VCF also makes life easier for developers by offering a self-service, private cloud experience, which enables greater productivity.

In short, it allows you to be your own cloud provider.

Three distinct product portfolios add value to our VCF platform and make it competitive with current public cloud offerings: Tanzu accelerates application development, delivery and management of workloads on containers; Application Networking and Security brings distributed firewall and threat intelligence, and load balancing into this infrastructure; and Software-Defined Edge extends the public cloud to the edge.

I’ve recently been on the road meeting with customers to explain our strategy and the virtues of VCF. For more details, including an update on innovations we’re working on and how our pricing strategy will benefit customers and partners, check out this recent post from VMware’s Prashanth Shenoy.

The first 100 days were a strong start for VMware as part of Broadcom. Please stay tuned. There’s much more to come.

About Hock Tan:

Broadcom

Hock Tan is Broadcom President, Chief Executive Officer and Director. He has held this position since March 2006. From September 2005 to January 2008, he served as chairman of the board of Integrated Device Technology. Prior to becoming chairman of IDT, Mr. Tan was the President and Chief Executive Officer of Integrated Circuit Systems from June 1999 to September 2005. Prior to ICS, Mr. Tan was Vice President of Finance with Commodore International from 1992 to 1994, and previously held senior management positions with PepsiCo and General Motors. Mr. Tan served as managing director of Pacven Investment, a venture capital fund in Singapore from 1988 to 1992, and served as managing director for Hume Industries in Malaysia from 1983 to 1988.

Cloud Computing

The CIO 100 returns for 2023 to showcase and celebrate the top 100 CIOs and their teams across the UK.


The Official CIO 100 Awards UK acknowledges the best and brightest CIOs and technology leaders in the UK, celebrating their digital transformation achievements, and reflecting on themes and ideas which emerged from submissions.

The awards are open exclusively to IT leaders in the UK, with winners receiving an invitation to the live awards to celebrate peers, announcements as a 2022 winner via CIO marketing channels, as well as further exposure of their success through CIO.com.

This year the CIO 100 Awards will be co-located with the CIO Summit, the annual thought leadership event held by CIO UK. The event will be held at the Leonardo Royal Hotel St Paul’s.

The winner of the 2022 CIO 100 was Joanna Drake, CIO of THG. In her interview with CIO.COM, she shared: “If this was about me, as an individual, I’d struggle to do a [CIO 100] submission, so it’s about the team and I’m blessed and honoured to work with some amazing people every day, with so much grit, determination and creativity”. She also added it was an opportunity to stop and reflect on how far they’ve come in a year, and how she fell into IT after a career in tennis failed to materialise, first starting in a help desk support before progressing into service management and engineering positions.  

New for 2023

Alongside the CIO 100, CIO UK will be sharing Industry Recognition Awards, highlighting outstanding applications in particular fields. Winners of the Industry Recognition Award can be part of the CIO 100 but can also be recognised outside of it. Categories for the 2023 Industry Recognition Awards are:

Large Enterprise

SME

Public Sector

Outstanding Application

Security

ESG (Environmental, Social, and Governance)

The same application can be used for both the CIO 100 and industry recognition awards, there will be an opportunity at the end of your submission to choose which category you would like to be considered for.

Submissions can be made directly or on behalf of an individual. All entries are reviewed by an expert judging panel and winners are announced at the live and in-person event, which will include a three-course dinner and an awards ceremony. Editorial, networking, and event opportunities will also be shared exclusively, to apply for the CIO 100, follow this link. The deadline for submitting an application for the CIO 100 is Friday 16th June.

CIO 100

As CIO at The Hut Group (THG), the British ecommerce firm behind such brands as Lookfantastic and Myprotein, Joanna Drake has been navigating some serious headwinds.

Responsible for global operations and technology services across company and customer websites, staff technology, and THG’s direct-to-consumer Ingenuity service and hosting business, Drake has looked to support the rapid growth of the Manchester-based firm through IPO, a global pandemic, supply chain instability, and the onset of recession.

Speaking at the CIO UK 100 awards ceremony at the St Pancras Renaissance Hotel in London, Drake explained what it meant to be ranked the top CIO in the UK, how her tennis background shaped her leadership, why automation is freeing up her IT team, and how THG is supporting engineers relocating from war-stricken Ukraine.

CIO 100 winner, sports leadership and being ‘too friendly’

Having featured in the CIO 100 in 2021 and 2020 prior to topping this year’s list, Drake says the award is for her team, not just her.

“If this was about me, as an individual, I’d struggle to do a [CIO 100] submission,” she said. “So it’s about the team and I’m blessed and honoured to work with some amazing people every day, with so much grit, determination and creativity.” She also added that it was also an opportunity to stop and reflect on how far they’ve come in the last year, and how she fell into IT after a career in tennis failed to materialise, first starting out in help desk support before progressing into service management and engineering positions.

As she climbed the ranks, taking on more senior technology roles at Diageo, Accenture, Yahoo, Betfair, BBC and Skyscanner before joining The Hut Group in 2018, she realised that her sports background could shape her leadership style.

“Sports taught me about teamwork, putting players in the right positions, team formation, understanding your strengths and weaknesses, practice, hard work, discipline and how and when to apply coaching or mentoring,” she says, adding that she continually analyses the ‘ingredients’ of her team, to find details that can make big differences.

This isn’t to say that Drake’s ascension to the higher echelons of business leadership has come without difficulty. In particular, throughout her 20-year career, Drake has often been chastised for being too friendly, an unfamiliar quality perhaps in a results-driven business world.

“A lot of times in my career I’ve been told I wouldn’t make it as a senior tech person,” she said. “Actually, I think it’s about being my true authentic self because it’s exhausting if you can’t be yourself. I’ve learned through being me that actually, that’s okay.”

Digital workplace, automation and ‘IT as consultants’

Drake highlights THG’s digital workplace and automation initiatives as her team’s most notable achievements over the last year, alongside its Ingenuity Compute Engine (ICE), through which THG is hoping to build ‘hyperscaler experiences’ across more than 50 data centres.

As part of the ‘infrastructure reimagined’ programme, ICE provides a software-defined, infrastructure-as-code (IaC) platform where teams can run containerised applications on Kubernetes, ultimately speeding up infrastructure procurement and deployment. Drake says THG has built the platform in four of its data centres so far, allowing developers to build new platforms on ICE, and migrate existing THG workloads onto it.

Speed and simplicity have also been the essence behind THG’s digital workplace initiatives.

The e-commerce firm has also rolled out zero-touch device provisioning, built app stores for Microsoft and Mac-based devices, offered technology drive-through and click-and-collect services, as well as numerous enhancements to the office environment from digital signage, wayfinding screens and universal desk set-up for hot desking, to meeting room technology, video editing suites, device lockers and digital packing benches in warehouses.

Automation, meanwhile, has been introduced to free-up IT team members to become consultants to the business, removing their operational toil while empowering their line-of-business peers to focus on more strategic work.

Leveraging a combination of RPA, low-code and no-code technologies, THG has sought to streamline processes, particularly in HR such as joiners, movers, leavers and role-based access control.

“Automation has been about [IT] almost automating themselves out of the jobs they had, so they could go on to more interesting roles,” says Drake. “Where they’ve removed a lot of operational toil, we’ve had to re-skill our engineers and this is great for retaining talent.” So instead of churning or doing tickets, engineers go out as consultants in the business and speak to different departments about processes. “They follow things that hold them back, how they could do more, so they can actually remove their operational toil,” she adds.

Stalking talent and supporting Ukrainian staff

Despite such technological innovation, Drake is adamant that people remains her top priority, and she’s taking to stealthy methods to find prospective talent.

“I do a lot of stalking on LinkedIn,” she says. “I think about the sort of people and skill I want, and I go and hunt them out. I’ve got to build the team and I want the best players so I’ve got to go out there and find them. And when I’ve got them, I need to make sure they’re successful and making a difference. And if they’re successful, we’re all happy.”

Yet she recognises that the ongoing recruitment challenges, cost-of-living pressures and deepening mental health concerns mean the focus must be as on talent retention and attraction in equal measure.

To further help with the former, Drake oversees a series of stand-ups during the week to keep the team engaged. There’s a Monday session that tackles how the IT team plans to ‘win’ that week, a Tuesday one is called take-over Tuesday, Wednesday’s focuses on wellness and development, and Friday offers an opportunity for team shout-outs and general updates.

The Hut Group has also looked to help engineers get out of Ukraine at the onset of the war with Russia, helping to evacuate them and their families to Poland, paying for accommodation and providing homeware, toys and jobs at a local warehouse.

“For a lot of our staff in Ukraine, work has helped them lead as normal life as possible in these circumstances,” says Drake. “Ensuring they are very actively involved in and heard every day is a really important part of supporting them.”

Financial strife puts the CIO’s focus on efficiency

Much of last year’s progress has been about laying the technological foundations for the next 10 years, yet Drake acknowledges that the next 12 months could be a bumpy ride.

The Hut Group has seen its growth stunted in recent times by rising raw material costs, cost-of-living pressures on customers, declining shares (down 86% year-on-year), and a market valuation that recently plummeted from £5bn to £600m amid market headwinds.

In October, Japanese investor SoftBank announced it was selling its 6.4% stake to company founder Matthew Moulding and Qatari investors for just £31m, having bought the stake in the shopping group for £481m in May 2021.

Such uncertainty means Drake’s focus is now on efficiency.

“[My priority is] continuing with all of that efficiency stuff—ICE, composable compute, which means we can deliver more, more quickly.”

Drake is also spearheading THG’s ‘match-fit programmes’, looking at ways the group can improve customer service, operational efficiency and team development for when some semblance of normality returns.

She says THG is consolidating toolsets, decommissioning legacy technology and migrating customers to the latest platforms, as well as making sure the firm gets the best ‘bang for buck’ when working with suppliers.

“We thought of using it as an opportunity to get in really good shape, ready for the fight when the world turns the right way up again.”

CIO, CIO 100, IT Leadership

Speaking at the CIO UK 100 ceremony in London, The Hut Group’s Joanna Drake reveals what it means to be ranked the top CIO in the UK, how automation is helping her IT team become ‘consultants’, and why her sports background made her a better leader.

Watch this episode:

Listen to this episode:

CIO, CIO Leadership Live

The CIO 100 is celebrated internationally, with the CIO 100 UK 2022 being announced on 22nd September. Following the awards ceremony, the virtual CIO 100 Conference will begin with a spotlight on the UK CIO #1, highlighting what crowned them the number one position, initiatives they have recently been working on, and what they are looking to achieve next. The event will also host a panel with the UK CIOs 2-4, which will follow a similar discussion. 

A key theme this year across the CIO 100 has been a new focus on transformation, following the efforts in previous years handling the Covid-19 pandemic. A key change is the innovation required in a world that is now more digital than ever before. As organizations strive to recover from the uncertainty wrought by the pandemic, they are taking a digital-first approach to building resilience into their operations. A session by Crawford Del Prete, President of IDC, will focus on how the journey to future digital enterprise has accelerated, driven by significant investments in new customer experiences, new digital ecosystem business models, digital supply chains, and future of work initiatives. 

Martha Poulter, CIO at the Royal Caribbean shares her Cloud at Sea story. The Royal Caribbean IT Team used the pandemic-era downtime to address some of the business challenges around using cloud-based technologies and systems when operating on the open sea — one of the few places in the world without persistent connectivity. Her session with Maryfran Johnson delves into how the company uses a mix of cloud, edge computing and satellite solutions to deliver seamless customer experiences whether ships are in port or untethered on the open ocean dealing with adverse weather conditions.  

As the competition for talent in the tech industry grows at all levels of the workforce, building a people-first culture that champions innovation, diversity, and flexibility is crucial. Tim Martin, CTO of Audible speaks with Beth Kormanik on how Audible has succeeded to inspire customer obsession, agility to adapt, and where employees are not afraid to fail in “their pursuit of technology disruption”.  

The CIO Boardroom session, hosted at lunchtime during the event, will bring CIOs in the UK together to discuss what is next for their roles. With a discussion on the importance of employees’ digital experience in organisations through how CIOs can better lead with purpose, the boardroom will look at how IT leaders are moving towards a new way of thinking of leadership and how to succeed in an increasingly virtual office landscape.  

The final sessions of the day will delve further into new approaches to IT leadership, shining the light on how the CIO 100 members have adapted their IT strategies to align with what the wider organisation is looking to achieve, continue to empower their teams, and embraced this new focus in transformation.   

There is still time to register for the event, which you can do here, and you can reach out to the Foundry UK Events Team with any questions you have and to find out more about future speaking opportunities and security events planned for 2023. 

CIO 100, Events, IDG Events, IT Leadership

The manufacturing industry has fully entered the digital era, with the most digitally advanced manufacturers integrating their information technology and operational technology environments to give themselves an edge in the marketplace.

They’re also advancing their use of automation and analytics to streamline back-office functions, logistics, and production, and to optimize resources, reduce costs, and identify new opportunities, industry analysts say.

In its 2022 Digital Factory Update, ABI Research predicted that spending on smart manufacturing would grow at a 12% compound annual growth rate, from $345 billion in 2021 to more than $950 billion in 2030 — all to support digital transformation initiatives.

The research firm further predicted that manufacturers would continue to increase their spending on analytics, collaborative industrial software, and wireless connectivity in upcoming years, with factories increasingly adopting Industry 4.0 solutions, including autonomous mobile robots, asset tracking, simulation, and digital twins.

Michael Larner, a research director at ABI Research, says technology innovation will remain instrumental for manufacturers’ success as they confront myriad challenges, such as escalating energy costs, supply chain disruptions, staffing shortages, and the need to optimize resources.

“We’re seeing a move away from basic automation to integrating IT and OT teams, optimizing using analytics to make sure things are as efficient as possible, and to do things like predictive maintenance and proactive monitoring,” Larner says.

Consequently, manufacturers now prioritize IT investments that create and extend their “digital thread,” in which applications within their IT architecture talk to one another, with data from one system informing and directing action in others, Larner says.

“Manufacturers appreciate they cannot just react to events but need to be proactive,” he adds. “A successful CIO needs to be equally at home on the factory floor understanding issues and influencing change as in the boardroom talking strategically and obtaining project funds.”

CIO.com recently recognized the following 10 manufacturers as part of the CIO 100 Awards for IT Innovation and Leadership. Here is a look at how they are capitalizing on the value of IT.

Avery Dennison brings intelligence to its supply chain

Nicholas Colisto, VP and CIO, Avery Dennison

Avery Dennison

Organization: Avery Dennison

Project: Advanced Planning System (APS) for Operational Production Planning and Detailed Scheduling

IT Leader: Nicholas Colisto, VP and CIO

Like many manufacturers, Avery Dennison saw the need to strategically use technology to add more agility, efficiency, and speed to its increasingly large and complex supply chain.

In response, Avery Dennison IT partnered with the company’s global supply chain operations to create the Advanced Planning System (APS) for Operational Production Planning and Detailed Scheduling, a system that provides granular insights into supply issues and constraints, giving the supply chain team the tools needed to make effective and timely decisions.

APS gathers, captures, and combines all relevant inputs and outputs of supply chain events in near real-time to form a digital twin of the supply chain. The system’s easy-to-use interface enables the centralized team to monitor and take immediate action on events.

Working with the supply chain function to define and align organizational priorities and needs, Avery Dennison IT set about creating a mathematical model for establishing short-, mid-, and long-term operational plans. IT also automated a range of tasks, using intelligent optimization algorithms to identify anomalies, interpret impacts on downstream supply chain actors, and communicate that information to relevant stakeholders — thereby enabling the supply chain team to quickly respond to and remediate issues.

“This system enables our supply chain function to gain insights into the constraints and issues within the different assets of the supply chain, giving us all the tools in a single place to make effective and timely decisions,” says Vice President and CIO Nicholas Colisto. “Together, our new robust data lake, predictive analytics, and digital-twin capabilities are helping Avery Dennison to optimize the utilization of our assets, avoid downtime, and provide better visibility and analysis of the complete supply chain, allowing the organization to respond quickly to disruptions and deviations.”

CoorsTek streamlines production operations

Matt Mehlbrech, VP of IT, CoorsTek

CoorsTek

Organization: CoorsTek

Project: Model Plant Implementation

IT Leader: Matt Mehlbrech, VP of IT

Production operators at CoorsTek had an efficiency issue. To report on production, monitor machine performance, record quality readings, and search and retrieve documents, they had to use multiple computer systems and paper-based processes, rendering their work inefficient and prone to errors due to the lack of integration and data validation.

To remedy this, and create a foundation for future transformation, CoorsTek IT developed Model Plant, an integrated systems strategy focused on increasing production operator efficiency, providing key metrics to manufacturing management, and preparing CoorsTek for a future ERP implementation.

At its core is a manufacturing operations management (MOM) system, which combines manufacturing execution and maintenance management in a single integrated platform. As envisioned, Model Plant will integrate this MOM system with the company’s ERP, quality management, and machine connectivity systems into a single console for CoorsTek production operators, helping them stay focused on producing high-quality ceramic parts.

IT designed, developed, and implemented Model Plant at six CoorsTek plants in under 18 months, with the environment already improving production operators’ efficiency. Implementation is ongoing, with IT seeing it as foundational to a smooth transition to a new ERP.

“Our Model Plant systems enable real-time visibility of our entire shop floor and creates a comprehensive data set that we can analyze and learn from to unlock tangible productivity and quality gains,” says Matt Mehlbrech, the company’s vice president of IT.

Dow digitizes its manufacturing facilities

Melanie Kalmar, corporate vice president, CIO, and CDO, Dow

Dow

Organization: Dow

Project: Dow Digital Manufacturing Acceleration (DMA) Program

IT Leader: Melanie Kalmar, corporate vice president, CIO, and CDO

Dow in fall 2020 launched its Digital Manufacturing Acceleration (DMA) program with the goal of accelerating the deployment of digital technologies across its global manufacturing and maintenance areas.

One program deliverable to date is a private, secure, high-speed cellular network that is fully within the enterprise network. This network provides real-time access to data and collaboration tools, thereby enabling employees to extend their work beyond the traditional office out into the manufacturing plant environment.

DMA also includes a secure cloud for hosting, integrating, and contextualizing data for employees through purpose-built applications, and a mobile-first platform where employees can access their data and actionable insights.

Through such deliverables, DMA correlates and integrates manufacturing data and analysis that employees can use to make better, faster decisions. Capabilities delivered through the program also help improve asset reliability, safety, quality performance, and operational efficiency while reducing operating costs and unplanned events.

Together, DMA solutions create an improved employee experience, a digitally enabled workforce, and a resilient manufacturing organization by integrating and contextualizing manufacturing data from engineering, operations, maintenance, logistics, ERP and related ecosystem data sources, and by delivering data and insights from multiple systems through a single, user-centric interface.

“Dow’s DMA’s success would not be possible without the outstanding collaboration between our information systems and manufacturing teams. By deepening our understanding of what our manufacturing teams need to safely and reliably meet our customers’ needs and what IS can deliver for manufacturing, we have been able to arrive at these high-performing DMA solutions,” says Corporate Vice President, CIO, and CDO Melanie Kalmar.

Dow’s DMA solutions are in use at the company’s largest facility, where they’re already generating value through increases in manufacturing asset utilization, reductions in unplanned events and production outages, production volume increases, and other quantifiable key performance indicators. Implementation of DMA solutions at other Dow facilities is ongoing.

Analytics proves key to Eastman materials innovation

Aldo Noseda, vice president and CIO, Eastman

Eastman

Organization: Eastman Chemicals

Project: Fluid Genius Digital Product

IT Leader: Aldo Noseda, vice president and CIO

Eastman Chemicals in 2021 launched Fluid Genius, a patent-pending digital platform that enables manufacturing plant workers to monitor issues that could impact operations, safety, yield, and maintenance budgets.

Fluid Genius can monitor, analyze, and extend the life of Eastman’s customers’ heat transfer fluid. The technology can predict fluid life expectancy and advise how best to extend it while also avoiding unplanned manufacturing shutdowns.

Fluid Genius also provides forward-looking insights, which allows plant maintenance engineers and operations managers to plan the optimal time for maintenance, thereby minimizing risk and costs. Fluid Genius’s recommendation engine also helps plant engineers better understand the factors impacting the quality of their heat transfer fluid, which in turn helps them operate their plants safely and inform budgeting for future maintenance needs.

To create this application, Eastman drew on its nearly 50 years of operating system sample analysis data to draw in-depth insights on fluid chemistry behaviors over time. The company combined that data with end-user input into its maintenance and incident logs and advanced artificial intelligence/machine learning techniques to create the platform’s proprietary fluid analytics.

“Digital products and services like Fluid Genius are critical to Eastman becoming a leading material innovation company because of the value they provide to our customers and how they differentiate us from competitors,” says Eastman VP and CIO Aldo Noseda.

Eastman has already seen strong uptake in use of this platform, and company officials note that the platform benefits its customer acquisition and retention efforts.

General Motors turns to IT to navigate semiconductor shortage

Fred Killeen, CIO and VP of Global IT, General Motors

General Motors

Organization: General Motors

Project: Semiconductor Shortage: Protecting GM Revenue

IT Leader: Fred Killeen, CIO and VP of Global IT

Like all modern vehicle-makers, General Motors relies on semiconductors to make its products; in fact, a typical vehicle relies on more than 3,000 chips within its electronic control units (ECU) to run essential vehicle functions.

As a result, General Motors faced the possibility of shutting down production when a global shortage of semiconductors arose in 2021. But thanks to an innovative technology that enabled GM to build vehicles without key electronic components and park them in lots for completion later when semiconductors became available, factories in North America could keep running.

The IT-developed solution — an industry first — essentially extended the secure plant network into vehicle storage locations, some of which were hundreds of miles away from manufacturing sites in the United States and Mexico.

This allowed repair teams, who were equipped with GM standard test tools configured with mobile printers and portable hot spots, to connect to the GM network and company systems to validate parts, complete repairs, download engine control software to ECUs, and test the vehicles. Completed vehicles were driven or returned to plants on carriers for the final stages of quality testing before being shipped to dealerships and customers.

The IT team also built tools to collect data about chips and suppliers and to provide that data on demand, enabling GM to route chips to suppliers who produce ECUs for its most popular vehicles.

Additionally, business intelligence and analytics teams developed tools and reporting features to manage the ECU repair process and prioritize fixes based on the time a vehicle was in a lot and their impact on GM revenue. These teams also developed a unified view, thereby displaying all data in one place.

“Working with teams across the organization, they delivered an industry-first technology solution that allowed us to build vehicles without some electronic components and complete them remotely as semiconductors became available — it’s a process that continues to prove valuable today,” says Fred Killeen, CIO and global VP of IT.

Oshkosh goes digital to optimize its supply chain

Anupam Khare, senior vice president and CIO, Oshkosh

Oshkosh

Organization: Oshkosh

Project: Enhanced Supply Chain Efficiency

IT Leader: Anupam Khare, senior vice president and CIO

Oshkosh had identified three issues within its supply chain function, which is tasked with acquiring the rights parts at the right time to support the manufacturing of customized, premium products requiring sophisticated components.

First, there was a lack of parts visibility across Oshkosh’s supply network, which led to unexpected parts shortages, putting the company at risk for production delays and shutdowns. That visibility issue in turn had created inefficient logistics and inventory leveling processes, driving up costs. And then there was the company’s supply chain technology itself, which comprised disparate, unconnected systems.

To address those issues, Oshkosh’s digital technology team partnered with its supply chain function to develop an advanced digital platform complete with system-to-system integration, cohesive data environments, data enhancements, and machine learning. Together, they teams also created a series of advanced analytics solutions to establish a more connected and optimized supply chain.

The platform pulls together critical data sources across several systems and functional areas and serves as the foundation for agile delivery of additional digital products. For example, the digital technology team quickly deployed a parts shortage prediction model soon after the platform was created. The team also deployed multiple advanced analytics solutions to optimize inventory levels, logistics, and shipping costs.

Initiated in January 2021 and now fully deployed, the collection of technologies has already increased supply chain visibility, part shortage prediction accuracy, and operational efficiency, and has helped Oshkosh avoid stockouts and subsequent costly production delays and shutdowns.

“This project showed the importance of IT staying well-connected with business partners to anticipate opportunities/challenges early and to co-create value through digital solutions,” says Anupam Khare, senior vice president and CIO.

Otis takes smart elevator to new heights

Organization: Otis Elevator

Project: Otis ONE

IT Leader: Renee Zaugg, vice president and CIO (Zaugg has since left Otis.)

To bring more transparent, proactive, and predictive services to customers, Otis in mid-2020 started work on a global digital transformation program called Otis ONE.

Leveraging technologies such as IoT, big data, AI, mobile, and cloud, Otis ONE provides real-time visibility of elevator health, insights for predictive maintenance, and remote assistance and troubleshooting.

Otis ONE is tailored to deliver real-time data insights to a range of personas — from campus owners to field engineers to maintenance officers — in their day-to-day operations, thereby  empowering various stakeholders to make more informed decisions and deliver more predictive maintenance, more effectively.

The Otis ONE architecture consists of three tiers — edge, platform, and enterprise. Edge relies on various gateway/sensor packages to collect and send a range of elevator data to the cloud via a cellular network, which is then integrated with the platform tier via its IoT hub or event hub. The platform tier features real-time business processing fueled by a rules engine that analyzes data and immediately determines various conditions on the state of the elevator, notifying Otis workers and external customers proactively in the event of anomalies.

The Otis ONE enterprise tier brings together multiple applications that leverage the information coming from the edge and platform tiers, integrating it with elevator master and service data to give a 360-degree, real-time view of elevators around the globe.

“The connected elevator creates value for our customers with greater equipment uptime. Otis ONE enhances transparency to our customers, productivity of our own teams in predication and proactiveness,” says Ezhil Nanjappan, executive director and CTO, adding that the Otis ONE ecosystem serves as a “foundation for any smart cities and smart buildings.”

Owens Corning leverage low-code to improve plant safety

Steve Zerby, senior vice president and CIO, Owens Corning

Owens Corning

Organization: Owens Corning

Project: Low-Code Digital Platform for High Impact to Plant Safety and Compliance

IT Leader: Steve Zerby, senior vice president and CIO

Owens Corning must monitor and manage the vapors from asphalt tanks for both safety and regulatory compliance reasons. But it found its process for doing so was ineffective and slow. Data was collected in offline databases, and was plant-specific and difficult to share across the company. In addition, the analysis required to uncover potential hazards took days.

So, in August 2021, Owens Corning’s asphalt business function and IT teamed up to co-create a digital platform that could transform and improve the effectiveness of that process through improved data collection and actionable analytics.

Low-code application development technology enabled the two teams to quickly create a proof-of-concept, gather feedback, and fine-tune the platform. Within three week, a pilot was delivered to a plant, and the platform itself was implemented across 20-plus plants in only three months.

The platform provides a single source of truth for loss prevention data, with proactive monitoring and analytics that alert plant leaders with real-time insights to ensure hazard prevention.

The company has seen improvements in its program. Loss prevention hazards are now identified and addressed in real-time, thereby ensuring more effective personnel safety and regulatory compliance reporting. That visibility has also enabled more proactive preventive maintenance of equipment, thereby minimizing unplanned production outages. And, thanks to the platform’s analytics capabilities, insights are generated in minutes instead of days, enabling the company to make informed decisions quickly.

“Digitizing sensor measure data taken from tanks, integrating other data points, and providing easy-to-use visuals and analytics empowered plant operators. They can quickly assess potential hazards and risks in real-time and proactively take preventive actions,” says Steve Zerby, senior vice president and CIO, noting that a key element of success was having “a dedicated business product owner who is passionate about bringing others along in using the tools.”

Rockwell Automation launches customer-centric transformation

Chris Nardecchia, SVP and chief information and digital officer, Rockwell

Rockwell

Organization: Rockwell Automation

Project: Rockwell Automation Drives Innovation, Customer Centricity and Moves Towards a Data-Driven Operating Model Through its Enterprise Transformation Office

IT Leader: Chris Nardecchia, SVP and chief information and digital officer

As Rockwell Automation works to help customers accelerate their digital transformations, the company likewise embarked on its own DX journey. In doing so, it is creating new customer experiences, transforming business models, and empowering workforce innovation.

Launched in August 2020, the initiative is helping to build a data-driven operating model that is agile and centered around the customer so it can both respond to changing needs and create lasting customer connections instead of one-time transactional product sales.

To do that, the Enterprise Transformation Office (ExO) mapped out end-to-end business processes and customer experience needs for the target state and prioritized the investments required to deliver a holistic customer experience.

The office is moving Rockwell Automation to a data-driven operating model, in which it will execute more than two dozen product development cycles annually and use customer information to shape those products. Additionally, the ExO is working to transform business models, processes, software, and service portfolios to deliver more subscription-based offerings to customers.

Rockwell Automation is using telemetry to gather data and insights as well as creating a comprehensive, unified view of customer data to enhance the company’s customer engagements. It’s updating processes and systems to support its future state. It’s also leveraging data gathered from other initiatives to innovate products, grow the market, and grow the business. And it has implemented a structured approach for governing its transformation roadmap.

“This program is critical to realizing our vision of reinventing our products to outcomes, reimagining our customers’ experience, and redefining our operating model towards subscriptions and annual recurring revenue,” says Senior Vice President and Chief Information and Digital Officer Chris Nardecchia.

Schneider Electric secures against rise in OT cyberattacks

Elizabeth Hackenson, SVP and CIO, Schneider Electric

Schneider Electric

Organization: Schneider Electric

Project: Cybersecurity Connected Service Hub

IT Leader: Elizabeth Hackenson, SVP and CIO

In response to the growing number and sophistication of cyberattacks directed at operational technology (OT), Schneider Electric in 2020 created a cybersecurity OT operating model aimed at optimizing the cybersecurity performance of its 220 manufacturing plants and 35 distribution centers around the globe.

The model establishes one Security Operation Center (SOC) for all Schneider IT and OT. It also establishes a threat detection platform at each plant that raises security alerts to the SOC via an interface with the security information and event management (SIEM) system.

The operating model also features the Cybersecurity Connected Service Hub (CSH), a 24/7 global team to support the company’s industrial sites in every type of cybersecurity event. Its primary responsibilities are to identify and baseline cybersecurity posture of OT and IT devices; detect and remediate security alerts; and monitor for and remediate vulnerabilities.

CSH is also charged with driving continuous improvement and progressively improving the company’s cybersecurity posture in OT devices and processes.

The CSH team receives alerts from the SOC, analyzes those alerts and defines how this must be remediated. The team works with cybersecurity site leaders (CSL) to remediate alerts; CSLs are OT experts trained in cybersecurity who work in an assigned plant, with a CSL in each plant, and have accountability for the cybersecurity of the OT in that plant. They can remediate a cyber incident and manage the business continuity.

The CSH also provides cybersecurity training for all CSLs. It builds and promulgates standard operation procedures (SOP) for each type of security event and vulnerability. It also monitors cybersecurity KPIs in all plants, remediating in conjunction with the CSL any gaps that it identifies.

“The creation of the Cybersecurity Connected Services Hub is a milestone in our continuous journey towards greater resilience and cybersecurity at Schneider Electric,” says SVP and CIO Elizabeth Hackenson.

CIO 100, Digital Transformation, IT Leadership, Manufacturing Industry

The financial services and insurance industries often claim the title of digital leaders, thanks to their use of technology to create new products and services, and to deliver those offerings in frictionless, seamless ways.

This emphasis on digital transformation was underscored in a recent Gartner study that found that, for the first time ever, technology as a strategic financial services business priority has surpassed growth among CEOs and senior business executives surveyed.

“This dramatic shift signals the extent to which executives view the role of digital, where for many it is now a critical means to an end,” says Jasleen Sindhu, a senior director of research within Gartner’s Financial Services Practice.

While other industries remain on par with the financial sector in terms of their degree of digitalization, the financial services industry shows notable maturity when it comes to digital customer interactions where it “stands out as being better than most other industries,” Sindhu says.

Organizations leading the charge in the financial services and insurance industries exhibit certain characteristics in their approach to IT, helping them to outperform the competition, she says. “These characteristics — composable thinking, business architecture, and composable technologies — … together allow firms to quickly adapt and respond to opportunities and threats.”

Sindhu adds: “The focus for these firms is no longer about ‘having a good digital strategy’ but it is about ‘having a business strategy that creates value and differentiates, enabled by digital.’”

CIO.com recently recognized seven companies in the financial services and insurance space whose use of technology stands out as part of the CIO 100 Awards for IT Innovation and Leadership. Here is a look at their award-winning work.

Aflac virtualizes the customer enrollment experience

Rich Gilbert, chief digital information officer, Aflac

Aflac

Organization: Aflac

Project: Reimagining the Enrollment Experience

IT Leader: Rich Gilbert, chief digital information officer

When the pandemic hit in 2020, Aflac quickly realized its reliance on in-person meetings to sell its products would not work in a world seeking to limit contact. So, it reimagined its business model, tasking teams to develop new digital experiences.

Within months, Aflac IT rolled out new end-to-end digital capabilities that enabled the insurer’s agents to inform, educate, book, and enroll customers on any device from anywhere.

“Without this initiative, the impact of the pandemic could have been much more severe given Aflac’s business model is centered around a face-to-face interaction. Thanks to the hard work of the team, we were able to understand key moments of our agent’s and customer’s journey to reimagine their ‘jobs to be done’ in a new, digitally enabled way. What we learned was that when you involve your end-users in the process, seek to understand rather than respond, and bring everyone to the table without silos, you can deliver great digital products with significant impact,” says Rich Gilbert, chief digital information officer.

Hatch, Aflac’s US innovation lab, took the lead, pulling together leaders and teams to develop and implement a virtual enrollment experience. The teams took a human-centered design approach, engaging in rapid experimentation while validating the proposed solutions. The work resulted in a collection of capabilities that were then distributed across agile teams to advance.

Fully deployed by the end of 2020, those capabilities transformed processes throughout the enrollment lifecycle. For example, agents who once relied on physical materials such as product brochures gained tools to generate on-brand, compliance-approved sites at scale in minutes. Customers gained personalized sites where they can view their specific product offerings, watch informational videos, view dates for enrollment, and book time directly with their agent.

Additionally, Hatch accelerated a new AI-driven decision support tool that recommends products to customers based on past purchases by customers with similar profiles. The team also enabled digital enrollment with features such as e-signature.

To deliver these capabilities, Hatch worked with the other teams to overcome multiple challenges, such as integrating legacy systems, ensuring legal and regulatory compliance, and contending with resource fluctuations as a result of COVID.

Ally optimizes customer savings experience

Sathish Muthukrishnan, chief information, data, and digital officer, Ally Financial

Ally Financial

Organization: Ally Financial

Project: Smart Savings: Bucket Goals

IT Leader: Sathish Muthukrishnan, chief information, data, and digital officer

Ally Financial set out to create a suite of financial tools to help its customers overcome their struggles to save money. Ally’s Smart Savings Tools, first launched in February 2020, help customers maximize savings while minimizing the time and effort required to do so.

One tool within the suite, Bucket Goals, enables customers to set funding and timeframe targets for their savings goals, and to monitor their progress, providing features to help them, such as customized prompts and automated savings.

Ally’s design approach started with TM Studio, its concept testing and innovation team. The team engaged consumers, asking about their savings objectives and challenges, and then used that information to identify savings obstacles as well as ways to overcome them.

Meanwhile, using human-centric design principles, its consumer research and usability teams worked with engineering to understand and implement the right customer experience.

Ally built the front-end UI with React and chose Ember to power a dynamic digital experience. The tool is API-driven and uses real-time transactional data to enable a personalized experience. It also uses native mobile languages Swift (iOS) and Kotlin (Android) to optimize mobile app performance.

Customers who have used Ally’s Smart Savings Tools have saved twice as much as those who haven’t, according to Ally data, which also shows that more than 2 million “bucket goals” have been created.

“In many ways this project was a springboard for Ally,” says Sathish Muthukrishnan, chief information, data, and digital officer. “We created a unique digital experience framework and model — a combo of human-centered design thinking, digital-native experience development, and scalable technologies — that allows us to quickly identify consumer pain points and develop and refine solutions. This listen-first and design-second approach enables us to fully leverage our unique hybrid persona of fintech and established financial institution and create a transformational experience for the consumer.”

City National Bank invests in data-driven customer relationships

Organization: City National Bank of Florida

Project: Innovative Data Grouping Approach to Optimize Customer Relationship Value

IT Leader: Ariel Carrion, CIO

At City National Bank (CNB), customer relationship management needed an overhaul. The bank’s customers were assigned relationship managers based on their accounts’ point of entry or branch origin. As a result, large net-worth customers did not always get paired with the most suitable relationship manager, and customers with multiple accounts were assigned numerous relationship managers to help serve their needs.

To optimize service, balance resource workloads, and maximize revenue, CNB wanted to group customer household and organizational relationships, identify high-value relationships, and more effectively assign relationship managers best suited to develop and grow those accounts. To do so, the bank set out to implement a data-grouping solution to handle the complexities of accounts without negatively impacting customers. Partnering with consulting firm Protiviti, CNB implement a graph data structure and developed algorithms to uncover nested customer relationships, gauge the size of each banking relationship, and optimize resource assignment.

As part of this project, the technology team established consistent logic rules for account linkages; defined new policies and processes to assign relationship managers; and continuously refined the criteria based on new insights gleaned from the advanced analytics. It also implemented a distributed data platform (Databricks) on Azure to process enormous amounts of customer data on a daily basis.

The technology facilitated data-based decisions for resource assignment, thereby improving and simplifying CNB’s relationship creation and maintenance process. It also enabled CNB to measure the size of each banking relationship, automate nearly all client relationship assignments, and drive other improvements in its customer relationship function.

Global Payments automates code security scanning

Organization: Global Payments

Project: Macroscope

IT Leader: Guido Sacchi, executive vice president and CIO

Global Payments sought to create a more efficient, scalable process for securing the code it developed, while doing more to cut application security risk. So, the application security team developed Macroscope, an automated code scanning tool.

Macroscope scans all code in all repositories, including all branches. It can scan many different programming languages, code at check-in, and infrastructure as code. It also features centralized vulnerability management, email notifications for new findings, vulnerability aging reports, false positive tracking, and remediation metrics.

Prior to Macroscope, Global Payments application teams had to manually request scans, which were conducted independently, a process that yielded multiple reports that were not reconciled for false positives and duplicate results, leaving developers to shift through them. The volume of scan requests annually resulted in thousands of reports, which application teams then had to review. Moreover, teams usually requested scans late in the development process, with the remediation process making it difficult for development teams to keep on track with their release schedules.

Now with Macroscope, application security is better integrated into the software development lifecycle, including Global Payments’ continuous integration/continuous delivery (CI/CD) pipelines. Macroscope also reduces friction in finding security vulnerabilities by enabling developers to fix these vulnerabilities during their normal software development lifecycle (SDLC) process. The project has also delivered other business benefits, such as reducing the time developers spend fixing security vulnerabilities in code and improving speed to market.

Hastings Mutual turns to data to tame weather impacts on policies

Eshwar Pastapur, vice president and CIO, Hastings Mutual Insurance Co.

Hastings Mutual Insurance Co.

Organization: Hastings Mutual Insurance Co.

Project: Geospatial Intelligence

IT Leader: Eshwar Pastapur, vice president and CIO

The CIO and senior vice president of operations at Hastings Mutual Insurance had a very specific objective: To use the company’s data visualization tools to provide weather-related policy exposures. This would bring in-house and improve a function the company was getting as a fee-based service, with information provided only monthly via spreadsheet.

Developing such capabilities would enable Hastings Mutual to more accurately predict the number of claims in each of its coverage areas. It would also help forecast the necessary claim support levels and improve fraud detection and the accuracy of loss reporting.

The project relies on open-source weather data from the National Oceanic and Atmospheric Administration and Iowa State University, overlaying company policies and delivering greater claim predictability through the ability to drill down at the policy level.

To deliver high-performance rendering of data, the team used single-page applications (SPAs) on the front end. This not only allows for easy delivery of information via web browsers but also helps with performance as pages are rendered directly on client devices. The team also used elastic techniques to expedite searching through large amounts of business data.

Geographic information is provided using PostGIS, a relational database server optimized for geocoded data. Sisense business intelligence software provides the interface to present the resulting screens and support user interaction. The resulting tool, with self-service visualization and analytics, allows for quick access and easy manipulation of the data by users. Moreover, it enables Hastings Mutual to add more capabilities in the future, such as incorporating AI for underwriting decision-making.

Implemented in under six months and fully deployed in 2021, the in-house geospatial solution already has reduced claim-related and other costs and improved relevancy and timely decision-making.

“This started as an expense-saving project, but now it has become a powerful competitive advantage for us,” says Vice President and CIO Eshwar Pastapur, explaining that IT has and can continue to layer more capabilities to the tool as business needs arise.

TIAA modernizes with microservices

Ajit Naidu, CIO of retirement, marketing & digital client technology, TIAA

TIAA

Organization: TIAA

Project: Remittance Modernization

IT Leader: Ajit Naidu, CIO of retirement, marketing, and digital client technology

As TIAA’s client base and demand for services grew, its remittance system wasn’t keeping up, resulting in a scaling issue that impacted customers and left TIAA developers propping up the technology to ensure the company adhered to its contractual service-level agreements.

The company’s concerns over such issues gave rise to the Remittance Platform Modernization project, which was launched to develop an application that performed 100 times better with increased stability and scalability, as well as support for accelerated feature delivery, a seamless client experience, and a vastly improved user interface.

TIAA used domain-driven design to develop the solution and associated services, establishing an internal community-managed framework for building microservices, which are the core of TIAA’s new platform architecture. The company also deployed a container-first operating model that delivers all applications and services within a containerized environment for scalability and flexibility.

“The Remittance modernization effort was the refactoring and re-engineering of a complex, monolithic and legacy platform,” says Ajit Naidu, CIO of retirement, marketing, and digital client technology. “This involved creating a component- and services-based architecture enabling the dynamic assembly of solutions and automated hierarchical unit testing. All the services created are built on a framework that optimizes distributed processing of data and files with caching capabilities. Also implemented the capability to replay/unwind transactions to easily fix data and/or processing errors.”

The results: a 220% improvement in system performance and a 72% reduction in data movement resulting in significant reduction in failure points, with 98% testing now automated.

“In addition, this led to more than 60% reduction in time to market with over 70% reduction in operational costs,” Naidu adds.

Zenus Bank goes mobile for global business model

Pedro Martinez, CIO, Zenus Bank

Zenus Bank

Organization: Zenus Bank

Project: Zenus Bank app

IT Leader: Pedro Martinez, CIO

Zenus, a newly chartered digital bank with a global business model, is offering individuals and businesses around the world the ability to open a US bank account without having to be a US citizen or resident. It offers that capability through its native iOS and Android apps.

But developing the Zenus app presented multiple unique challenges for the new bank. Teams had to ensure the app meets all regulatory requirements while also performing to technological standards to ensure a user-friendly omnichannel banking experience to clients all over the world. They also had to successfully onboard vendors to take on their subset of the project and manage complex process integrations.

“The US banking industry has many regulatory and licensing obligations. To ensure that we met all of them, we needed to have an IT infrastructure that was secure, stable, and fast. We also wanted to take a modular approach to banking, which requires many integrations. We found it essential to be working alongside software and implementation partners who are customer-centric, adhere to the latest standards, and can picture one unified front and backend platform,” says CIO Pedro Martinez. “Through our partnerships, with the likes of Microsoft, we’re achieving operational excellence, so our end users have a positive banking experience.”

Using agile methodologies, developers created a patent-pending omnichannel remote onboarding process and a patent-pending proprietary customer risk score. It also delivers real-time cloud-hosted fraud management on all channels.

The technology has fueled the bank’s business objectives, enabling Zenus to achieve cross-border American Visa card issuance and giving Zenus the ability to offer instant and unlimited cross-border USD transfers. To date, approximately 80% of international applicants automatically are approved by the bank’s patent-pending banking system in less than 10 minutes.

The Zenus App is live in Apple and Google Play stores in more than 180 countries.

CIO 100, Financial Services Industry, Insurance Industry

Once a laggard in IT adoption, the healthcare industry now universally embraces digital transformation.

Consider the figures: According to a 2022 survey from healthcare consultancy The Chartis Group, 99% of the 143 US health system executives it polled agreed on the importance of investing in digital initiatives.

Research points to several drivers that are pushing healthcare entities forward on their digital journeys, with the need to improve patient outcomes and reduce the costs of care topping the list. Other motivations include the desire to provide better patient experiences, to better aid clinicians and support staff in their jobs, and to compete with digital natives that are entering the healthcare market.

The pandemic accelerated the healthcare sector’s digital journey, forcing institutions to work remotely where possible and to find ways to keep up with the high demand for care brought on by COVID, notes Abhishek Singh, a partner at Everest Group and leader of the research firm’s cloud and legacy transformation practice.

Singh says healthcare is seeking transformation throughout its operations — from back-office processes through mid-office functions to front door–type engagements with patients, with digitalization initiatives in the first two areas supporting the last.

“Organizations are more willing and able to spend, as they’re seeing the benefits of their [digital initiatives],” he adds.

Like other sectors, the healthcare industry faces challenges such as financial and resource constraints as they move forward with tech projects, industry experts say. Healthcare also must contend with industry-specific challenges that can slow DX, says Taylor Davis, president of KLAS Research.

“It’s the most complex service industry the world has ever seen,” Davis says. The sector rests on an extensive, complex body of knowledge that’s rapidly increasing. Its core systems hold hundreds of thousands of data fields per individual — significantly more than the per-person count held by core systems in other industries. It’s governed by complicated regulations. It has complicated funding and payment systems. And it’s a high-risk environment, where the consequences of being wrong can be catastrophic or even fatal.

Yet, despite that staggering complexity, experts are seeing leaps in digitalization and transformation to deliver better experiences, more efficient services, and improved care outcomes.

The following eight winners of CIO 100 Awards for IT Innovation and Leadership highlight the digital successes that the healthcare industry has delivered.

Atlantic Health taps AI to expedite critical radiology reviews

Sunil Dadlani, SVP and CIO, Atlantic Health System

Atlantic Health System

Organization: Atlantic Health System

Project: Radiology Imaging AI Analysis Project

IT Leader: Sunil Dadlani, SVP and CIO

For radiologists at Morristown, N.J.-based Atlantic Health System, speed is critical when reviewing patients’ imaging studies.

But the radiologists saw that the work was taking longer than they wanted, particularly for highly advanced studies or studies from patients with previous imaging that also required reviews.

Moreover, while the images could reveal patients in need of immediate additional care — care that was being delayed by the time it took to interpret the images — radiologists didn’t know which patients needed expedited treatment until they had reviewed their images.

Atlantic Health System turned to artificial intelligence to solve for that conundrum, teaming up IT with the radiology department to select software that uses AI to analyze images, with Food and Drug Administration–approved algorithms trained to spot and flag acute abnormalities.

More specifically, the AI analyzes images in queue for review, looking for and identifying clinical abnormalities in those images and then flagging those images for priority review by the radiologists. The technology ensures that images that could indicate the need for time-sensitive treatment are seen first, enabling patients to get the care they need as quickly as possible.

The technology, now fully deployed, is delivering results: By November 2021, the AI prioritized 469 images out of the 8,479 scans it analyzed.

“As with all technological innovations throughout our organization, the patient is always first and foremost at the center of anything we do. This program embodies that approach in a unique way — it is both virtually a clinical assistant to our radiologists, and at the same time an advocate for our patients with the most urgent needs,” says Senior Vice President and CIO Sunil Dadlani.

CommonSpirit Health goes digital to enhance patient experience

Organization: CommonSpirit Health

Project: Connected Patient Journeys and Experiences

IT Leader: Suja Chandrasekaran, system SEVP and chief information and digital officer (Chandrasekaran has since left the company)

CommonSpirit Health has more than 1,000 care sites and 141 hospitals in 21 states. That made the creation and delivery of integrated, standardized, and connected patient experiences across a continuum of provided care essential.

With that in mind, its IT and digital teams in July 2020 embarked on a project to create connected, personalized patient journeys and experiences, with a goal to deliver better, more holistic healthcare for patients and to develop better operating models for providers.

Engaging all key stakeholders, processes, and systems, the teams created governance structures, working groups, cross-platform application architectures, common goals, and key performance indicators to ensure the project successfully progressed.

They then charted key patient journeys, infusing digital and human experiences in each journey to promote patient engagement and deliver a better care experience. The teams then identified, evaluated, and prioritized those experiences, working with operational and clinical teams to build new products and processes to further support them.

CommonSpirit Health has enjoyed positive returns on its investments. For example, in fiscal 2021 its Unified Web Experience served more than 6.5 million page views in two of its transitioned markets. And its Search and Schedule Experience served more than 2.6 million clinician profile views to patients, some 94,000 online appointment bookings and more than 720,000 click-to-call connections to care providers.

ChedMed IntuneHealth offers VIP care to senior patients, wherever they need it

Hernando Celada, chief innovation and strategic initiatives officer, ChenMed

ChenMed

Organization: IntuneHealth – A ChenMed Company

Project: IntuneHealth

IT Leader: Hernando Celada, CIO

Miami-based ChenMed has created a new entity, IntuneHealth, that uses technology to deliver concierge, VIP care when and where its senior patients need it.

IntuneHealth is a fully-integrated system of care featuring a patient-facing app through which patients can access care at any time, including virtual visits with the touch of a button.

Patients can use the app to order medicines, schedule appointments, get lab results and their medical history. They can use the app to access concierge and support team members around the clock year-round.

Moreover, they can use the app to manage their care whether that care is delivered virtually, in office, or at their own homes, as well as whether the care is provided by their own primary care physicians (PCPs) or specialists.

IntuneHealth also uses technology to enable doctor-to-doctor coordination of care, so PCPs can guide their patients through specialty care and visits.

Other features include an easy-to-use interface with data-driven personalization; a patient portal featuring appointment scheduling and reminders; medication refill requests and reminders; referral management; and the capability to link with monitoring devices, wearables, and other such tools.

Patients can use the app to connect to their caregivers via video, phone, or in-app chat. Additionally, they can use it to access virtual events and social activities, such as cooking classes, fitness competitions, and games.

“IntuneHealth is taking the hassle out of healthcare and delivering high-quality, convenient care to our members, whether that’s in one of our centers, virtually through our app, or in the comfort of their own home,” says CIO Hernando Celada. “We believe healthcare should be accessible, simple, and coordinated to deliver the best experience and outcomes for our patients — and we look forward to providing that at IntuneHealth.”

Jackson Healthcare automates patient record-sharing

Michael Garcia, SVP and CIO, Jackson Healthcare System

Jackson Healthcare System

Organization: Jackson Healthcare System

Project: Medical Record Surveillance and Record Sharing

IT Leader: Michael Garcia, SVP and CIO

Miami-based Jackson Healthcare System faced challenges around efficiently sharing patient records with other entities. This was a particular problem when working with smaller medical organizations, such as private practices and nursing facilities, that referred their own patients to the larger Jackson Healthcare System for medical services.

More specifically, many of those smaller entities rely on manual processes to retrieve patient records from Jackson. That created additional work for Jackson Healthcare workers and those at referring organizations, which often had to manually match retrieved records with their own patient files. This manual work meant records requests could take weeks to complete.

To address those issues, cross-disciplinary teams turned to process automation, data manipulation, an integration engine, and other technologies for its Medical Record Surveillance and Record Sharing project. The in-house solution uses data surveillance to scan medical records in real-time, match them to the partner organizations, and then automate the medical record transfers.

This solution also sends medical records to the referral organization via the method of their choice, as files, direct messages, electronic fax, or even physical fax. Moreover, the technology can scale, thereby helping Jackson efficiently handle an increasing number of referrals.

“For too long, healthcare has faced the hurdle of a challenging technological landscape and limited options to share patient records easily. The automation of medical record-sharing overcame this big hurdle for referring organizations and enabled Jackson to grow partnerships while simultaneously benefiting our patients and community,” says Senior Vice President and CIO Michael Garcia.

He adds: “This technology has become a strategic differentiator to keep Jackson as a community leader and a place for everyone to receive the highest-level care.”

Marshfield Clinic turns to telehealth to overcome staffing shortages

Organization: Marshfield Clinic Health System

Project: Telehealth Solutions in Critical Access Hospitals

IT Leader: Jeri Koester, CIO

Marshfield Clinic Health System was facing a staffing challenge at its Neillsville, Wisc., facility. The healthcare organization had a shortage of physicians, mostly primary care providers and emergency department clinicians who supervised its nurse practitioner (NP) hospitalists and provided direct patient care.

MCHS saw telehealth as a solution to that problematic scenario. It deployed a TeleDoc Health RP-Vita Robot, which enabled MD hospitalists to conduct virtual visits with patients and virtually supervise and consult with NP hospitalists at the Neillsville facility.

Remote providers can move the self-driving robotic cart themselves by simply clicking a link to direct it to its destination, with onboard sonar keeping the cart from colliding with people or objects in its path.

Buoyed by the success of that program, MCHS expanded the use of telehealth in its facilities to enable remote specialty consults for patients. For example, the organization deployed InTouch TV pro devices to each patient room, first at MMC-Neillsville and later at its Ladysmith, Wisc., hospital. The technology converts every in-room television to a telehealth endpoint capable of offering video and audio visits with healthcare providers across a range of care — from medical specialties to nutrition needs to spiritual services. The InTouch TV Pro also enables patients to facilitate their own video visits with friends and family when in-person visitations aren’t possible.

According to MCHS, these telehealth solutions have helped increase healthcare access and quality while decreasing costs and provider dissatisfaction.

“Part of our mission at Marshfield Clinic Health System is to bring affordable healthcare to our communities. We need to use innovation to meet the needs of such a rural healthcare population,” says CIO Jeri Koester. “In some of our communities, if we weren’t present, patients would drive hours for access care. By maximizing our capabilities with a telehealth solution, we are able to bring expert-level physician care to wherever our patients are.”

Novant Health tele-ICU improves patient care virtually

Onyeka Nchege, SVP and CIO, Novant Health

Novant Health

Organization: Novant Health

Project: Digital Enhancement and Virtualization of Traditional Care Channels and Processes

IT Leader: Onyeka Nchege, SVP and CIO

Novant Health, based in Winston-Salem, N.C., has focused on deploying technology to create virtually enhanced care in its own facilities, in its patients’ homes, and even in community locations.

Novant Health’s tele-ICU program demonstrates this vision, enabling critical care physicians (called intensivists) and experienced critical care nurses to remotely monitor patients who are being seen onsite in community care facilities. These intensivists and nurses can work from Novant Health’s two command centers, other care sites, or even their own homes.

Novant Health built this tele-ICU program on various technologies, including mobile advanced sensor capabilities that can be moved into standard hospital rooms to provide an intensive-care degree of monitoring for the patient; tele-ICU workstations in the command centers with multiple monitors, headsets, and webcams for intensivists; and an electronic medical record (EMR) system with tools tailored to support digital tele-ICU workflows.

To ensure the tele-ICU program enabled a seamless patient care experience, Novant Health’s Digital Products and Services (DPS) team automated communication between care teams. The DPS team also worked with clinicians to develop and deploy algorithms to score medical and safety alerts based on patient acuity levels and then automated notifications.

“Our work developing our tele-ICU program has enhanced the patient experience and virtualized our traditional care channels to deliver business value, increase access to care, and improve the quality of that care,” says Senior Vice President and Chief Information Officer Onyeka Nchege. “This project was a transformative component of Novant Health’s path through the pandemic surge and laid the foundation for virtual extensions now woven throughout all previously existing physical locations.”

In addition to tele-ICU, Novant Health’s DPS team has delivered other advanced technologies (such as AI/machine learning, advanced sensors, autonomous drones, and robotics) to support next-level healthcare and provide the foundation for a highly-advanced, interwoven composite care delivery method.

Penn Medicine digitally transforms DNA sample collection

Michael Restuccia, SVP and CIO, Penn Medicine

Penn Medicine

Organization: Penn Medicine

Project: Accelerating Research by Integrating Clinical and Research IT Systems to Rapidly Expand Penn Medicine’s Biorepository

IT Leader: Michael Restuccia, SVP and CIO

As Penn Medicine anticipated a dramatic growth in patient DNA sample collections, officials concluded that the organization’s existing processes were too labor-intensive to enable that expected expansion.

So Penn Medicine set out to develop a technology-enabled process that could support collecting large numbers of specimens as well as obtaining and storing patient consent — all without driving up costs and increasing manual work.

To deliver on that objective, multiple teams collaborated to design and implement a new process for managing the physical samples and the data associated with them.

This multidisciplinary project built a process that leverages electronic medical record (EMR) system and its patient portal to obtain patient consent; uses the clinical lab system to barcode samples; uses the laboratory information management system (LIMS) to process samples; and works across those multiple systems to link research samples to clinical identifiers.

In another key innovation, the LIMS and data analytics teams set up an integration with the EMR and clinical lab IS systems to identify the patient’s electronic patient identifier from the collected sample’s clinical accession number, with linking occurring automatically each night. The new setup increases quality and speed by eliminating high-cost manual efforts and ensuring a higher degree of accuracy over the legacy manual approach.

Penn Medicine officials said the project is now successfully supporting its expanding collection of biological samples. But they also noted that the collaborative effort to re-imagine a process leveraging established, centralized systems, staff, and processes was itself a key innovation.

“Over the past decade, we have invested significantly in foundational technologies to support our clinical and research operations. When our research community proposed a significant expansion of our central sample bio-repository, we seized upon the opportunity to modernize their patient consenting and sample collection processes,” says Michael Restuccia, Penn Medicine senior vice president and CIO.

University of Miami Health System enlists IoT to ensure COVID vigilance

David Reis, CIO, University of Miami Health System and Miller School of Medicine

University of Miami Health System and Miller School of Medicine

Organization: University of Miami Health System

Project: Enhancing Tele-Vigilance

IT Leader: Dr. David Reis, VP of IT and CIO

Seeking to minimize COVID-19 transmissions as cases surged in Florida, the University of Miami Health System IT department developed what it termed “tele-vigilance” using IoT-enabled remote monitoring capabilities.

The IT department partnered with the IoT company TytoCare and Epic Systems, maker of electronic medical records (EMR) systems, to invent an end-to-end solution.

TytoCare’s all-in-one modular physical IoT device remotely monitors vital signs and breath sounds. Users can also use the device to pick up images of the skin, ears, eyes, and throats and then upload all that information to their medical record.

Doctors could enroll patients in the tele-vigilance program by using the EMR to order the TytoCare IoT device and establish for each patient which vitals to monitor and for how long. Each order would route to the tele-vigilance group, which would assist each individual — whether a student, employee, or patient — with device setup.

The IT department developed a new capability within the EMR to link the IoT device with each patient’s medical record and to automatically pull in the patient’s vital signs from the device.

IT developed automated data integrity methods, so that a real-time notification would be sent to the tele-vigilance team to contact patients if there were linking issues.

Additionally, the IT team integrated the IoT device with the patient portal, so individuals could see the vital signs that were sent to the tele-vigilance doctor.

And the team created a real-time push notification capability, which would send alerts to the tele-vigilance provider’s smartphone if any patient’s vital signs were out of range.

The University of Miami Health System deployed thousands of devices to students, employees, and patients, allowing them to be closely monitored at home after a COVID-19 positive test, thereby reducing unnecessary hospitalizations and exposing others to the virus while ensuring escalation of care if needed.

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