CIO Profiles: Mark Dajani, Senior VP And CIO Of Kraft Foods
For everything Kraft's IS department does, there's a value measurement.
Mark Dajani Senior VP and CIO, Kraft Foods
How long at current company: 18 years (between Altria and Kraft Foods)
Career accomplishment I'm most proud of: Being involved in decisions that had a positive impact on the organization, such as providing more flexibility to our employees so they can choose where and how they want to work with the launch of the mobile workforce.
Most important career influencer: Early in my career, I worked for a factory manager who taught me how to be practical and clear about what to do and, at the same time, open to listening to others and taking the time to find the best approaches to solve problems. That's something I've brought with me throughout my career.
Advice for future CIOs: Don't limit the scope of responsibility of the function. Own the company. The IS function is a means to an end for the company, not the end itself.
The next big thing for my industry will be ... increased collaboration within the company and externally with customers and business partners.
Best way for CIOs to cope with the economic downturn: Always be effective, not just during a downturn. Be aggressive for talent in the organization and ensure you're getting the best value in your contracts.
Kids and technology careers: My role as a father is to help steer them toward their dreams. I tell them, "be the best you can be." Technology will certainly play a role in their lives, and maybe at least help me stay connected with them!
On The Job
IT budget: $900 million for 2010
Size of IT team: 1,800, including our Enterprise Shared Services team
>> Continue to deliver speed, efficiency, and business integration through SAP, driving down costs, operating efficiently, and getting our products quickly and efficiently to our customers and our consumers.
>> Drive company growth by exploiting industry-leading technology capabilities for sales, marketing, and product development.
>> Transforming the way people work: Not only providing technology, but more important, how people use it in ways they haven't before, opening new possibilities for innovation and efficiency.
How I measure IT effectiveness: Our IS Scorecard measures performance of delivery and delivery management. It includes project health (time, budget) and project outcomes (growth, income, employee engagement, and client satisfaction). Our customer satisfaction and IS employee surveys measure and identify what our clients and our own employees expect and need from IS.
For everything we do, we also have a value measurement. This assesses the significance of our work in the business as it relates to growth and critical business drivers.
Colleges/degrees: University of Texas at Austin, BS in electrical engineering; MBA from Averett University
Leisure activity: Tennis
Business leader I'd like to have lunch with: Lee Iacocca
Biggest business-related pet peeve: People who are after personal gain rather than the good of the company
Best book read recently: City Of Thieves, by David Benioff
The Business of Going DigitalDigital business isn't about changing code; it's about changing what legacy sales, distribution, customer service, and product groups do in the new digital age. It's about bringing big data analytics, mobile, social, marketing automation, cloud computing, and the app economy together to launch new products and services. We're seeing new titles in this digital revolution, new responsibilities, new business models, and major shifts in technology spending.
InformationWeek Tech Digest, Nov. 10, 2014Just 30% of respondents to our new survey say their companies are very or extremely effective at identifying critical data and analyzing it to make decisions, down from 42% in 2013. What gives?