By Kim S. Nash  |  Posted 2005-02-01 Print this article Print

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.

: a New Cio's Timetable">

Fast Start: a New Cio's Timetable

Here's some of what Bruce Carver wanted to accomplish in his first 100 days as CIO at Dana—and how he went about it.

What he wanted to accomplish:

• Create a single technology organization to serve the entire company.

• Collate all technology spending into a single budget.

• Identify the number of technology suppliers used worldwide and decide how many to cut.

• Select a network and data-center architecture, to guide hardware and software purchases.


Create teams to tote up spending on technology worldwide, take inventory of all hardware, software.

Trace progress of teams, determine problems, assess manager skills, styles.

Assign 150 members of tech staff to study areas such as networking, financial applications, etc.

Never-fail meetings of top technology managers and subject-matter experts:

  • Once a month: Entire 10-person team, 9 a.m.to 3 p.m.

  • Every two weeks: Same group for three hours.

  • In-between weeks: One-on-ones, for one hour.
  • Oct.

    Inform top executives of progress.

    Stabilize potential disruptions such as renewing contract for disaster recovery services, and replacing 5,000 PCs that are five years old and breaking down.

    Meet with executive committee (CEO, heads of finance, supply chain, HR, engineering, key divisions).

    Discuss findings of study teams; propose new architecture, staffing model. Get approval.

    Assign managers to deal with each risk.

  • Negotiate with SunGard, the existing disaster-services vendor. SunGard drops price 13%, throws in $9,500 of new equipment, gets 61-month deal.

  • Dell, IBM and Hewlett-Packard agree to a "bake-off" in early 2005 to upgrade PCs.
  • Nov.

    Assess common processes and gaps in service across 240 facilities.

    Begin to work out unified pay system for company's 709-member technology staff.

    Travel to major sites in Michigan, Ohio, Canada and Germany. Talk to local staffs inside and outside of technology about problems and needs.

    Work with HR director to gather data on local salaries, incentives, titles. Match job descriptions and titles against salary surveys, and then determine median pay to guide new pay brackets.

    Results, after 100 days:

  • Organization: All 709 members realigned under Carver. New team officially launched Dec. 16.

  • Budget: $132 million in spending found for each of 2003 and 2004. About the same proposed for 2005.

  • Suppliers: Identified 1,000 suppliers. Aims to cut that number to 100, within two years.

  • Architecture: Will pick an enterprise software suite from Oracle, SAP, Mapics or another supplier for manufacturing, supply and demand planning, purchasing and other functions.

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    Senior Writer
    Kim has covered the business of technology for 14 years, doing investigative work and writing about legal issues in the industry, including Microsoft Corp.'s antitrust trial. She has won numerous awards and has a B.S. degree in journalism from Boston University.

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