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Healthy Growth Computer Sciences Corp.’s business with the health care industry is booming. In fact, it’s grown faster than the company’s other practices, says Dan Garrett, vice president and managing director of Global Health Solutions. CSC first made inroads into the health sector with the July 1996 acquisition of American
Cost-cutting campaigns, a gloomy economic forecast and the post-Sept. 11 travel freeze have renewed corporate interest in videoconferencing. Sales and inquiries have jumped in the past quarter, reports market-research firm Frost & Sullivan, as companies assess the technology for improved service and possible savings. The three most popular methods of
Timothy Ferrarell is as close to a chief information officer as W.W. Grainger has. As senior vice president of enterprise systems, Ferrarell oversees technology spending at the $5 billion industrial-supplies company, along with training (Grainger has more than 16,000 employees) and business process engineering. Those are “the three things you
As Commerce Firms Suffer, It’s Caveat Emptor CRM’s Value Is Clear—Once It’s Installed $625B in Wasteware Software Spending in Recovery? The Long, Costly Road to Integration For a detailed view of this month’s statistics, download the PDF file.
Allan P. WoodsMellon Financial Corp. Tenure as CIO: 11 yearsCareer Path: Before joining Mellon in 1986, was president of several subsidiaries of the Fidata/Bradford Computer and Systems organization. Also at Bankers Trust of New York from 1970 to 1972Educational Background: B.A. in history and philosophy from St. John’s University in
Don’t look to Kellwood Chief Information Officer Don Riley to obsess over building an information technology empire at the apparel company. “No sacred cows” is his mantra for deciding what technology will be kept under his company’s roof, or contracted to another company. Not everyone would agree. Some companies use
Poor communication between business and technology managers is certainly not the only culprit in failed IT projects. But it is, in fact, a major reason why more than 80% of such undertakings are late, over budget, short of expectations or simply undelivered. That’s according to a multiyear study by Stamford,
Bulking Up Accenture is having a tough time escaping its reputation as a high-priced consultant with limited ability to handle large-scale infrastructure deployments. Accenture’s outsourcing business is best known for applications development. Its weak spot: a lack of experience operating data centers and infrastructure. Size counts in major technology outsourcing