ZIFFPAGE TITLEThe End of theBy Kim S. Nash | Posted 2005-02-01 Email Print
Re-Thinking HR: What Every CIO Needs to Know About Tomorrow's Workforce REGISTER >
The first global chief information officer of the $9.1 billion auto parts supplier attacked his job as if it was a critical technology project. Here's how Bruce Carver spent his first 100 days.Beginning">
THE END OF THE BEGINNING
By Carver's 100th day at Dana, the technology group had been reorganized, reporting for the first time to a single executive. The group knew all the systems it ran and that it spends $132 million annually on them. Carver also discovered Dana had 1,000 suppliers and set a goal of cutting that number to 100 over two years. Along the way, Dana expects to close 63 of its 68 data centers, consolidate 300 applications into roughly 75 or fewer, and build a companywide data network.
Carver's staff in January began to decide how to consolidate and negotiate with key vendors for better terms. And find other ways to cut overall spending to $105 million.
"I've been amazed at how fast we've moved," says Luckett, who, in 18 years at Dana, had never reported to a technology executive. "He's the first person in Dana who teaches me something about my profession. That's something we've not had, and look what we can do with it."