They're an innovative bunch. There's probably a notion or two worth borrowing for your business.
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The new data center design results in a 24-by-365 "lights out"-enabled environment, capable of being managed remotely. Technology and processes are automated and standardized to minimize build, deployment, and maintenance cycle times and costs. Global Growth Implementing this IT center in such a short period required innovation from many angles. Dow has a 10-year history of outsourcing both application development and support. But for this project, Dow insourced a much higher percentage of roles, enabling IT and the rest of Dow to work more efficiently. From a personnel perspective, Dow attracted more women than other companies generally do when hiring IT talent in China because it recruited from a variety of disciplines, including business, engineering, and science. Dow also hired with the expectation that employees will advance and change functions as Dow operations in China grow. 20-Minute servers And Dell has measurably increased developer productivity and throughput by providing improved service levels from operations--including the ability to cre- ate and provision a virtual server in less than 20 minutes. Wring Profits Out Of IT The Dealer Services initiative centers on adapting and marketing internal IT products and services to other companies. Profits generated are reinvested into the IT organization to lower customers' charges and fund internal IT projects. Building this self-funding model lets the IT organization invest in areas traditionally difficult to get funded, such as R&D and infrastructure refreshes. The company offers 27 IT products and services, including a suite of wireless products, retail kiosks, eBay auction sites, network services, vi-rus protection, and Web filtering. Riding on this success, the diversified auto company formed a new division, JMsolutions. It has introduced the JMsolutions RetailSuite and a wireless appraisal solution, Mobile Auto Xchange. Both are industry firsts, and they have more than 1,000 customers. Every Minute Counts As a transportation services company, APL can't afford to waste time. Optical character-recognition technology on truck gates in Los Angeles and Seattle has reduced the waiting time for trucks by 40%. As trucks arrive, video cameras relay container and chassis numbers to OCR software. Before, clerks manually entered the data; now, they just check the numbers on the computer screen against the video camera feed. More than 90% of entry-gate transactions are automated, as are 79% of Seattle's exit-gate transactions. Seattle's exit lines have disappeared, and exit times average 20 seconds, versus up to 10 minutes previously. Big On Service But what's perhaps most innovative is the system's ability to be selective. Washington Mutual's IT group, working with business partners, built the tool so it generates thousands of potential offers daily across the company. These offers are then filtered down, using data and analytics, to a manageable number that might be appropriate for a particular customer. After each transaction, the service representative records the customer's reaction (accept, reject, or considering). The system continuously learns from this feedback, honing future offers to increase customer acceptance. Cell Phone Tricks Penske uses about 1,700 CellComm-driven phones, and it's developing five enhancements this year: a dynamic trip plan that lets a dispatcher reroute drivers while en route, based on their actual locations; a bar-code scanner integrated into the phone; electronic signature capture on a Treo PDA/cell phone; a safety measure that uses GPS coordinates to estimate speed so that Penske can limit key entry and phone use if a vehicle's moving 5 mph or more; and maps with time stamps to audit drivers' routes, along with a "ping" system to periodically check driver locations against maps for audit and safety. On The Grid Surge In Demand Motorola did this by slashing the time it takes to integrate suppliers into its supply chain by 80% and improving global IT portfolio management. It cut the time it takes to qualify a supplier's part by 85% and used Digital Six Sigma in conjunction with business process management software to design and automate solutions in tandem. With operations in 73 countries, Motorola implemented an IT portfolio management system to manage the complexity of synchronizing IT demand from discovery to retirement. Benefits include cost savings in the eight figures, reduced redundancy, leveraged results, and increased speed to market. |
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