Innovators And Influencers 2005 - InformationWeek
Business & Finance
03:50 PM
Building Security for the IoT
Nov 09, 2017
In this webcast, experts discuss the most effective approaches to securing Internet-enabled system ...Read More>>

Innovators And Influencers 2005

Our annual lineup of industry players to watch may be diverse in its makeup, but they all have two things in common: a keen sense of innovation and a knack for success

Innovators & Influencers 2005

Catherine Smith,
ING's chief operating officer

Jay Chaudhry,
founder of SecureIT

Robert Drost,
a senior researcher at Sun Microsystems

Jay Chaudhry,
founder of SecureIT

Thom Dunning,
director of the National Center for Supercomputing Applications

Corey Booth,
leads the IT department of the Securities and Exchange Commission

Brendan Eich,
chief architect at Mozilla Foundation

Jason Maynard,
analyst at Merrill Lynch

Matthew Calkins,
co-founder and CEO of Appian

Al Vermeulen,
chief technology officer at

Stephen Ward,
soon-to-be-named CEO of Lenovo Group

Blend It In--But Not Too Much
Innovators & InfluencersForgive IT workers at ING U.S. Financial Services, part of the Dutch banking giant ING Group N.V., if they had their worries when chief operating officer Catherine Smith took over leadership of the IT group a year ago.

Smith took the reins in January, one month after the company revealed it was outsourcing much of its data-center operations to an IBM facility in Colorado. Already, some legacy application maintenance had gone to India. And here comes Smith, a former CFO, who spent the past two years at ING wringing cost savings out of processing and customer-service functions by improving efficiency across the company's many acquisitions.

Catherine Smith sees opportunity in getting IT to employ some tactics she uses with financial and customer-service groups. Photo by Erika Larsen/Redux

Catherine Smith sees opportunity in getting IT to employ some tactics she uses with financial and customer-service groups.

Photo by Erika Larsen/Redux
"There was a certain skepticism of 'What kind of value can this person add?' or 'Is this sending a signal that the company's putting less value on what IT does?'" Smith admits.

Yet Smith's role, which puts her in charge of 3,700 employees across operations, customer service, and IT, might be one that appeals to more companies as they look to the future of business technology. At ING U.S., the structure stems from a recognition that operations and customer service are wholly dependent on IT, so people in all three functions need to understand one another better. And it was designed to improve IT efficiency, including more metrics-driven and customer-centric thinking.

An example comes from this year's transition to a consolidated call center used by the company's annuities, defined-contribution, and life-insurance lines of business. ING U.S. arose from more than a dozen acquisitions, and it had the network and application sprawl to prove it. In the past two years, ING consolidated to one call-center system run from three locations, hoping to provide one point of customer contact, improve call routing, and cut costs. But that required upgrading the company's telephone and call-center-management system to better route calls and deliver information to reps.

Smith sees opportunity in getting IT to adopt some tactics she uses to lead financial and customer-service groups. For example, the company tracks the hours it spends on application maintenance. Comparing each application to rule-of-thumb standards--commonplace in financial analysis--could send managers a red flag if an application is soaking up far more maintenance than others, making it a candidate for replacing or rewriting. Smith is also introducing--again, not without skepticism--softer measurements of staff performance, including reviews by customers, peers, and managers on how well a person puts the customer first or offers fresh ideas.

Smith sees a risk in taking this mission of integrating IT and business units too far. Blur the IT group's identity too much, and it could send the wrong message to the best and brightest technical employees the company needs. Says Smith, "One of the risks might be that somehow people don't feel like it's an IT organization--and I say that now with a much better understanding than a year ago about how important the IT culture itself is to IT employees."

-- Chris Murphy

1 of 11
Comment  | 
Print  | 
More Insights
Newest First  |  Oldest First  |  Threaded View
How Enterprises Are Attacking the IT Security Enterprise
How Enterprises Are Attacking the IT Security Enterprise
To learn more about what organizations are doing to tackle attacks and threats we surveyed a group of 300 IT and infosec professionals to find out what their biggest IT security challenges are and what they're doing to defend against today's threats. Download the report to see what they're saying.
Register for InformationWeek Newsletters
White Papers
Current Issue
2017 State of IT Report
In today's technology-driven world, "innovation" has become a basic expectation. IT leaders are tasked with making technical magic, improving customer experience, and boosting the bottom line -- yet often without any increase to the IT budget. How are organizations striking the balance between new initiatives and cost control? Download our report to learn about the biggest challenges and how savvy IT executives are overcoming them.
Twitter Feed
Sponsored Live Streaming Video
Everything You've Been Told About Mobility Is Wrong
Attend this video symposium with Sean Wisdom, Global Director of Mobility Solutions, and learn about how you can harness powerful new products to mobilize your business potential.
Flash Poll