SAS Institute: Great for a Reason

The world’s biggest privately held software company, SAS Institute is almost a way of life. That’s true for SAS employees, who get free health care, recreation facilities, subsidized daycare and time off for their kids’ soccer games. But the sense of community also extends to SAS customers. SAS Institute’s core

Sifting a Riverbed of Data for Insight

Pizza-flavored cheddar cheese—good business opportunity? Yes, as Cabot Creamery determined. Does osteoporosis more often hit wine drinkers or teetotalers? Imbibers, as Kaiser Permanente can tell you. Will women who buy lace dresses by mail also buy lace bras that way? Not really, as Victoria’s Secret knows. Business intelligence software revealed

By the Numbers: April 2002

Upgrading the Enterprise Manufacturers’ Online Usage Enterprise upgrades Can Cost More Than Planned Companies Still on Security Defensive For a detailed view of this month’s statistics, download the PDF file.

Bayer: The Drug Development Clock is Ticking

In a computer lab behind locked doors in Cambridge, Mass., Anthony Caruso oversees a staff of 15 scientists who are a rare mix of information technology and biology experts. These workers, called bioinformaticians, spend their days hunched at computers writing software algorithms and searching databases for the mysteries locked in

Hyperion: A Company in Transition

Eleven-year-old Hyperion is in flux. The company is restructuring after losing $31 million last year and laying off about 400 employees. It has installed new management and is again turning a profit. Hyperion is going at the market in two ways. It offers tools to manipulate and analyze data, such

How to Innovate When the Budget’s Tight

The Davos Forum. The Daisy Cutter bomb. Six Sigma. People use a noise meter to evaluate innovation. The bigger the bang, the more important the innovation is presumed to be. “Occasionally innovation is exponential but usually it’s incremental,” says Kenneth Kraemer, a professor of information systems at the University of

Tricky Software Transplant at McKesson

At an Alabama health care network, putting data and images from various labs and departments together into a single electronic record for a patient crashed the computer system. At a similar New England network, hospitals found they could not issue timely, complete bills in part because they could not pull

The Bottom Line Per … Agway’s Bill Parker

Agway’s Bill Parker started at the Syracuse, N.Y.-based agricultural cooperative 21 years ago, as a project manager in the insurance division before tackling business process re-engineering. He’s been CIO since September 1994, responsible for Agway’s infrastructure, data center and enterprise applications. Agway spends about $12 million a year and employs

Rule No. 1: Be Thorough, No Matter What It Takes

My launch pad to becoming Federal Express’ chief information officer was an assignment I got in 1986, 10 years after I joined the company. I was asked to head up a project to place PCs with our large customers. Only 250 of our customers had these PCs, which were intended

Now Can the Candy Man Sell on the Web?

It’s hard to execute a technology project effectively when most of the vendors who could help you are on death row. That’s the situation the Jelly Belly Candy Company, the family-owned California candy maker, found itself in last year as it tried to expand its sales effort on the Web.