the laureate - The Computerworld Honors Program

Transcription

THE COMPUTERWORLD
HONORS PROGRAM
T HE L AUREATE
Journal of the Computerworld Information Technology Awards Foundation
JUNE 2006
A SEARCH FOR NEW HEROES
T
IBM and the IBM logo are registered trademarks of International Business Machines Corporation in the United States and/or other countries. Other company, product and service names may be trademarks or service marks of others. ©2006 IBM Corporation. All rights reserved.
he Computerworld Honors Program and the Chairmen’s Committee
congratulate the program’s 2006 Laureates, Finalists, 21st Century
Achievement Award recipients and Leadership Award recipients.
THE COMPUTERWORLD
HONORS PROGRAM
Honoring Those Who Use
Information Technology
to Benefit Society
THE CHAIRMEN’S COMMITTEE:
Bob Carrigan, President, IDG Communications;
Chairman, Chairmen’s Committee, The Computerworld
Honors Program
Matt Sweeney, President, Publisher and CEO,
Computerworld
Ron Milton, Executive Vice President, Computerworld;
Chairman, Board of Trustees, The Computerworld
Honors Program
IMAGINE
THE POSSIBILITIES WHEN VISION,
INGENUITY AND INNOVATION
COME TOGETHER
The viability of individuals and institutions depends on their ability to embrace innovation. As in the business world,
governments, schools, universities and healthcare organizations face unprecedented competition and increasingly
complex demands. Our award winners continue to break new ground in serving the public good, and making a difference
in the lives of individuals and society. Whether in small steps or huge leaps forward, IBM can help. Take the first step
and visit ibm.com/innovation/publicsector.
MEMBER COMPANIES:
3com
Accenture
ACS Government
Solutions
Adobe Systems
Agilent
America Online
Apple
AT&T
Autodesk
Avaya
BEA
BearingPoint
BellSouth
BMC
Booz Allen Hamilton
Borland
Broadcom
Business Objects
Capgemini
CDW
Cincom
Cingular Wireless
Cisco
Cognizant
Computer Associates
Compuware
Dell
Deloitte
Eastman Kodak
Eclipsys
EDS
EMC
Epicor Software
Epson America
Extreme Networks
F5 Networks
FileNet
Fujitsu
Getronics
HP
Hitachi
i2
IBM
Information Builders
Intel
Juniper Networks
Keane
Lawson Software
Lucent
Microsoft
Microstrategy
Morgan Stanley
Motorola
NCR
NEC
Nortel
Novell
Open Text
Oracle
Panasonic
Patni Computer Systems
Progress Software
Quantum
RAD Data
Communications
Raytheon
RSA Security
SAIC
SAP
SAS
SGI
Siemens
Software AG
Sprint Nextel Corp.
Sun Microsystems
Sybase
Symantec
Texas Instruments
TIBCO
Toshiba
Unisys
VeriSign
Verizon Business
Wyse
Xerox
Yahoo!
This 2006 edition of The Laureate commemorates the contributions these
people and organizations have made to the betterment of society through
the exceptional — if not heroic — use of information technology.
Established in 1988, The Computerworld Honors Program is dedicated to
a singular and ongoing mission: “A Search for New Heroes.” This search
annually identifies and records the accomplishments of the men and women,
organizations and institutions that are creating the global best practices in
leading the world’s ongoing IT revolution.
The annual “Search for New Heroes” is a daunting task:
• Each year, members of the Chairmen’s Committee identify the
organizations whose use of information technology has been especially
noteworthy for the originality of its conception, the breadth of its
vision and the significance of its benefit to society. These nominated
organizations must meet established standards and are then asked to
contribute a case study to the program’s collection.
• Each case study submission must meet 10 criteria to be designated
Laureate status. The recognition of these case studies that meet Laureate
status is celebrated with a formal medal ceremony where a Laureate
from each case study organization is publicly recognized.
• From the Laureates in each of 10 categories, a distinguished panel of 33
CIO-level judges selects finalists in each category. In June, the program
honors these finalists with a special ceremony. At this ceremony, the
Chairmen’s Committee presents the 21st Century Achievement Awards
to the 10 organizations selected by the judges as first among their peers
within the Finalists.
• Independent of the Laureate recognition, The Computerworld Honors
Program also annually presents its Leadership Awards, each designed
to honor the extraordinary lifetime achievements of selected individuals whose positive contributions to the IT revolution have left an
indelible mark on the world.
Primary source materials related to all of the above (including case studies,
oral histories, conference proceedings, publications, video tapes/DVDs
and other records generated by this ongoing “Search for New Heroes”)
are preserved, protected and made available to scholars and the general
public on the Internet at www.cwhonors.org and through source and
license donations to some 250 affiliated universities, libraries and research
institutions around the world.
With great respect and celebration, we commend all of those recognized
by The Computerworld Honors Program’s 2006 “Search for New Heroes.”
The Charimen’s Committee
The Computerworld Honors Program
The Board of Trustees
Computerworld InformationTechnology Award Foundation, Inc.
We applaud all of IBM’s 2006 Computerworld Honors Laureate medal winners.
T H E L AU R E AT E , J U N E 2006
1
CONTENTS
1
“A Search for New Heroes” - a message from the Program’s Chairmen’s Committee
and Board of Trustees
THE 2006 LAUREATES BY CATEGORY
79
Business and Related Services
SPECIAL COMMENTARY
85
Education and Academia
5
“The Gift of Persistence” by Don Tennant, Vice President, Editor in Chief,
Computerworld
91
Environment, Energy and Agriculture
95
Finance, Insurance and Real Estate
“I Never Give Up on Anyone” - Ralph Szygenda on Developing Leadership
an interview with Ralph Szygenda, Group Vice President and Chief Information
Officer, General Motors
99
Government and Non-Profit Organizations
6
Recipient of The Computerworld Honors Program’s 2005 EMC Information Leadership Award
11
“Maintain Its Open Character” - A Perspective on the Internet by One
of Its Original Designers
by Vinton Cerf, Vice President and Chief Internet Evangelist, Google
Recipient of The Computerworld Honors Program’s 2002 J. D. Edwards Leadership Award
for Collaborative Innovation
111 Manufacturing
115 Media, the Arts and Entertainment
117 Medicine
123 Science
127 Transportation
THE PROGRAM ARCHIVES
NOTEWORTHY CASE STUDIES
132 The Global Archives and Academic Council
16
National Cancer Institute (NCI): cancer Biomedical Informatics Grid, or caBIG
134 The Official Archives Online
24
Hologic, Inc.: One Hologic Implementing Oracle
135 The Oral History Archives
28
US Army: Joint Network Node (JNN)
ACKNOWLEDGEMENTS
THE LEADERSHIP AWARDS
34
The 2006 EMC Information Leadership Award
38
Oral History Excerpts: Linda M. Dillman
46
The 2006 Morgan Stanley Leadership Award for Global Commerce
50
Oral History Excerpts: Hector De J. Ruiz, PH.D.
58
The Leadership Award Recipients, 1990 - 2005
138 The 2006 Chairmen’s Committee
139 The 2006 Program Search Directors Committee
140 The 2006 Program Sponsors
THE 21ST CENTURY ACHIEVEMENT AWARDS
2
64
The 2006 21st Century Achievement Award Recipients
66
The 2006 Finalists
69
The 21st Century Achievement Award Recipients, 1989 - 2005
76
The 2006 Program Judges
T HE C OMPUTERWORLD H ONORS P ROGRAM
3
SPECIAL COMMENTARY
THE GIFT OF PERSISTENCE
Don Tennant
Vice President, Editor in Chief
Computerworld
SPECIAL
COMMENTARY
Earlier this year I wrote an editorial entitled “Refusing Futility” that, judging from the reader response it elicited,
touched a great many people. I can’t take any credit for that, because all I did was convey a story that my son recounted to
me the night before. This is the story I passed along in that editorial:
One day last week, my son Dan, a freshman at Worcester Polytechnic Institute in Massachusetts, went skiing with Adam,
his best friend and a WPI floormate who happens to be an avid skier. Dan had two things working against him that day.
First, he had never before seen snow skis in real life. Second, he gets his athletic prowess from me.
Consequently, as Adam swooshed gracefully down the slopes of Wachusett Mountain, Dan spent a good part of the time
looking up at his skis and admiring their perpendicularity.
Toward the end of the day, Adam asked Dan what time it was. When Dan looked at his wrist, his heart sank. Gone
was the watch he’d received as a high school graduation gift. It had obviously been torn off in the course of one of the
innumerable falls he had taken during 10 runs on four trails.
Adam could see that the watch meant a lot to Dan, so without missing a beat, he set out to find it. That’s right.
He decided to go look for a silver watch that had been lost somewhere on a snow-covered mountain.
He took the lift to the summit and slowly slalomed down the last trail Dan had taken, searching intently for the watch.
He didn’t find it.
So Adam got on the lift again. On the way back up, he glanced down at a different trail, and he spotted something
silver gleaming in the snow. “That’s it,” he thought. Once off the lift, he skied anxiously down toward the silver speck.
When he reached it, he pulled it out of the snow. And there in his hand was a foil gum wrapper.
Adam’s head dropped. And when it did, his eye caught something even tinier in the snow, about a foot away from where
the gum wrapper had been. He reached down and pulled Dan’s buried watch out of the snow. (Yes, it was still ticking.)
I learned something when Dan told me that story, and I wanted to share it. I have to admit that if it had been me, the
idea of looking for the watch would have been a nonstarter. I would have dismissed it out of hand as hopelessly futile
and suggested that we get some hot chocolate as consolation and call it a day.
So yeah, Dan had two things working against him that day. But he had at least one thing going for him: He had a really
good friend who refused to acquiesce to the notion of futility.
I think about that story a lot, and it occurs to me that it’s especially pertinent to any discussion of the Computerworld
Honors Program. Having been afforded the privilege of serving as a judge in this year’s program, I’ve become acquainted
with dozens of examples of the optimism, resolve, and persistence that characterize the spirit embodied by our Laureates.
President Calvin Coolidge once described that spirit in these words: “Nothing in this world can take the place of
persistence. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded
genius is almost a proverb.”
Exemplifying that persistence is the gift that our Laureates have selflessly bestowed upon us. We at Computerworld are
grateful for the opportunity to thank them.
4
5
SPECIAL COMMENTARY
RALPH SZYGENDA ON
DEVELOPING LEADERSHIP:
“I NEVER GIVE UP ON ANYONE”
RALPH SZYGENDA
2005 LEADERSHIP
AWARD RECIPIENT
Ralph Szygenda was the winner of the 2005 EMC Information
Leadership Award. He is also Group Vice President and Chief Information
Officer, General Motors, a job he assumed in 2000, after starting at GM
in 1996. He is a member of GM’s Automotive Strategy Board, and is
responsible for the Information Systems & Service Organization.
Accountable for the management of all information technology efforts
within GM, he is directly responsible for developing and implementing
GM’s global digital business strategy. Szygenda is a member of the board of
directors of the Handleman Company, and formerly held management
positions at Bell Atlantic Corporation and Texas Instruments, Inc.
The Laureate: Are great leaders born or made?
Szygenda: My answer to that is both. I sit on the School of Public Policy and Management at the Heinz
School at Carnegie Mellon University, and the big discussion is always on leadership. I believe that certain individuals are born with innate intellect and leadership capabilities. They have the capability, and
it shows all through their careers, starting in school and going forward. There are others who have those
capabilities, but they are hidden. They have the intellect or leadership skills, but these qualities need to
be tapped, and sometimes they get tapped, and sometimes they don’t. Typically they need to be nourished, and this can be through a mentor, through educational experiences, or through somebody
encouraging them. In some cases they have this, and in some cases they don’t, which means a lot of
times there are potential leaders who never become real leaders.
The Laureate: Have you acted as a mentor to people like that, who might not otherwise have blossomed?
Szygenda: Oh, many times. I have a phrase that I always use: Bloom where you are planted. If you can’t be
successful with what you are doing today, don’t assume that you are going to rise in an organization of a
group. You have to do well with what you are doing. I would say there are hundreds of people that I
have talked to that 10 years later I look at them and say, “Oh my goodness, they are officers in companies,” and when I met them the first time they were shy, they never communicated. Or they were
bright, they were extremely articulate, and they talked all the time, but there really wasn’t any value in
what they were saying. With some help, however, they developed. Then there are other people that you
can quickly tell are assured of themselves, understand what they’re doing, and almost in any situation,
they are going to go take control of the situation. I have seen both types throughout my career, so I
never give up on anyone, because I have seen people that I worked with flourish over time.
The Laureate: Within the realm of IT, what opportunities are there for leadership?
Szygenda: There are immense opportunities. IT is becoming integrated in all businesses. Today we are running
global, real-time electronic businesses, so therefore the IT leader can take on any business position, from a
CEO to a CIO in a corporation of any sort, which was not necessarily true 20 years ago. At the same time, in
the IT industry, you have companies like Microsoft, EMC, Amazon, eBay, and Google, where you can be in a
position from CEO down to a technologist, so the opportunities for leadership are so great. It’s probably one of
6
the areas in which you have more opportunities, because there is not only your particular discipline, like IT,
but you can also work in other types of companies, whether they be financial, retail, telecommunications, etc.
The Laureate: Which IT industry leaders have impressed you over the years, and what have you learned
from them?
Szygenda: Let me tell you what I learned to look for in leaders, and then I will tell you about the leaders I
have been interested in. I’ve seen different characteristics in different individuals. For example, some
have the desire to make it better. Others either invent, or reinvent. Another group has a clear vision,
while others are noteworthy for sticking with whatever task they are doing-they don’t abandon it quickly. This group doesn’t allow others to end their dreams, or to tell them “You can’t do it.” They like
drama, they like to be visible, and to have people appreciate what they do. Finally, there are leaders with
energy-they have this tremendous capability and desire to do things. I don’t know anybody who has all
those characteristics, but I know certain people who have some of them.
One person that I have always had a lot of admiration for is a fellow named George Heilmeier. He now sits on
the GM Science Advisory Board, but I’ve run into him a number of times in life. George is also on the board of
directors at Fidelity, he was on the board at Compaq, ADP and so forth. In addition, he was once the systems
director of DARPA. George was the CEO of Bellcore, and he was the inventor of the plasma display when he
was RCA as a young individual. Now he’s probably about 67 years old. When I first met him, he was the chief
technology officer at Texas Instruments, and I was CIO. Later on when I went to the telecom industry, I was at
Bell Atlantic and he was the CEO of Bellcore, so I was a customer of his. What I have seen in his life is that he
just kept re-inventing himself. He went from one thing to another and he was very successful at it.
The Laureate: Name some other IT leaders who have impressed you.
Szygenda: Some other people in the IT industry that I have a lot of respect for and work with include Joe
Tucci at EMC. He re-invented the EMC storage business by making it a software business, even though
people said, “He will never be successful.” Steve Jobs is clearly a visionary re-inventor. Scott McNeally
just retired, but Scott never gave up. He had businesses, they didn’t do well, and he kept coming back.
He didn’t let anybody say that he couldn’t do something. He always believed in a vision. Michael Dell
made something that was pretty boring, interesting-selling and distributing PCs. If you really sit down
and think about it, that’s pretty boring, but he made it a successful endeavor that made people say, “My
God, what an innovator. Steve Ballmer, shared responsibility with a great inventor like Bill Gates. He
understood that you can share success and not have to have it all yourself.
The Laureate: Do you have any anecdotes about Steve Ballmer?
Szygenda: I have one that is always funny. Steve was here on this floor. He comes from time to time to visit
and that is always good. I knew he was going to be here, because he was visiting one of my executives,
and I walked down the hall, and I looked in a room, and all I saw was this rear end. This guy is on the
floor, and he’s under a table, and I see his backend sticking out. It was a strange sight, and then all of a
sudden, he comes pouring out, and it’s Steve Ballmer. There was a display problem on one of their systems that we had here, and he was down under the disk plugging something in or changing it. This is a
pretty successful guy, but he’s down under there, and I said, “Steve, what are you doing down under the
table?” It was just an interesting thing that no matter where you are in life, if you’re customer-driven,
you’re down there trying to make something work as a technologist.
Continued
7
SPECIAL COMMENTARY
There are a lot of other people. Ray Lane is in the venture capital area. Larry Ellison-the thing he conveys is that you can have fun in life and still be a technologist, whether it is in competition sailing or
yachts. Then there are people like Ann Livermore at HP who did not become the CEO of HP, but is
always been the not-flashy-but-get-the-job-done-customer-sensitive person that kept HP together
through the transitions of different CEOs, so I have great respect for her. I’ve always liked to copy
attributes of leaders, and I’ve learned not to look for one person to have everything right. They’re going
to have weaknesses and strengths but if you leverage the strengths, you will be successful.
The Laureate: What happens when a great leader from the user side meets a great leader from the vendor side?
Szygenda: Magic. You have innovative business. You have somebody from a user side who has a great business vision, but doesn’t know how to make it all happen, and you marry it with somebody who has
great information technology innovation skills, and putting those two together, the possibilities are limitless. The only problem is that there is a lot of times difficulties in describing each others’ world. So
sometimes there are language barriers. The business person and the technology person might not know
it, but if you put two great leaders together and if they can communicate, it’s amazing what they can
put together, and I think you’ll find out anyplace where you have great technology that really makes
great business happen, there is a business leader and a technology leader somewhere that put it together.
The Laureate: If you taught a class in IT industry leadership, what are the most important points you
would stress?
Szygenda: Number one, bloom where you are planted again. And don’t expect anybody to give you anything, you’ve got to succeed at what you’re doing today. Second, you have to have a business and technology foundation, not just technology. Third, continuous learning. Basically, you can never stop and
say that you’ve already been educated. Fourth, accountability, you have to take responsibility for what
you’re doing, whether you succeed. Fifth, clear objectives and be results-oriented. It doesn’t matter how
much activity you put into something, it’s whether you get the ball across the goal line. If you’re building a two-million-line software program and you do it on time and on budget but it doesn’t change GM
for the better, you have failed, and for a technologist, that is pretty hard. You have to develop your
team, you have to leverage their strengths, you have to minimize their weaknesses, and all you have to
be as a leader is be respected, you don’t have to be loved. So you have to make some strong decisions.
Next, you have to be customer-driven. If you’re going to be successful, you have to improve something
in the world. And lastly-and these aren’t all in order-honesty and integrity, so if I was teaching a class,
that is what I would teach.
The Laureate: How tough is it to manage from the point of view of wanting respect, as opposed to wanting
people to love you?
Szygenda: I think a lot of people want people to love them, and that’s OK for the country club, but you are
going to have to make significant decisions. You are going to have to make significant decisions that tell
people when they haven’t done well. You’re going to have to sometimes release people, but what you have
to do is show that you have always been sensitive to their issue, you’ve always been honest with them, and
you had integrity. You will always be respected. I remember years ago, in the defense business, peace
broke out, and all of a sudden, you didn’t need as much as the defense business. TI just won the Malcom
Baldridge Award, and we had to reduce our population by 17,000 people, and amazingly enough, we
released those people, we had different companies to help them find new jobs, we basically offered them
training to some extent, for two years. Despite the situation, I don’t think anybody there who left could
say they didn’t respected the leadership of Texas Instruments, even when they lost their job, and that’s
what I think you have to do in order to be respected. I tell my people, “I don’t want you to be loved,
you’re not trying to make everybody, everyday, happy with everything you do. You just want them to
respect what you do, that you made good decisions, that you were honest, you were ethical, and you were
fair. For a technologist, there are good technology decisions and sometimes they are not so good, and you
are going to have to make a decision sooner or later, or hurt somebody’s feelings, and that person’s not
going to love you that day. They might never love you, but they might have respected your decision, and
that’s all that you need in business. This isn’t like being married, this is business.
The Laureate: What are the biggest obstacles to leadership?
Szygenda: Clearly, the number one obstacle is, if you don’t have honesty and integrity, you will never be a
leader. Secondly, naysayers, people who say you can’t do it are big obstacles. Sometimes they’re right, but
if they are constantly telling you that you will never be successful, you better get away from them.
Third, not having confidence in yourself is a big obstacle. If you don’t believe in yourself, you won’t be a
leader because you can’t lead anybody else. If you don’t have a lack of a clear vision of success, you can’t
be a leader because you will never direct or lead people to the end goal, because you don’t know where it
is. And the last big obstacle is trying to do it all yourself. It’s not fun to win by yourself. It’s much more
fun to win as a team.
The Laureate: Vision is sort of a nebulous concept. Do you recall any instances when your vision was of
great value to you?
Szygenda: I remember one of my first big problems was that the avionics computers for the F-15 or F-4 aircraft had a major problem. Texas Instruments supplied the computer to Lorel Corporation for that aircraft, and they weren’t working. I was called in, and nobody knew how to fix it, but the one thing that I
had was the vision of what to analyze in that computing environment. You had to look at the memory
devices, which were core memory devices at that time. The issue was that the vibration testing we were
doing was destroying the core memories. Solving this problem saved Texas Instruments hundreds or
millions of dollars in contracts with Lorel Corporation. But basically I had the vision to see what was
wrong and where we had to go. Also at Texas Instruments during my early years there, I had the job of
figuring out how to change the company, and out of that developed a major re-engineering approach
which we utilized in our IT business to sell to other companies.
I was brought into Bell Atlantic by Ray Smith, and Ray Smith said, “Ralph, we’re the old telephone company and I want to be the next-generation, innovative information services entertainment company.” At that
time, we had been working with Bell Laboratories at AT&T and Bellcore for years. He and I said we’ve got
to get out of that model, and he believed in that to the point where we went off and developed our own
capabilities for the future. We built our own next-generation provisioning, billing, and customer assistance
system from scratch. Now he had to have the idea, but I had to have vision and say we can do this.
GM was the impossible vision when I first came here in 1996. GM was composed of bunches of
autonomous companies, it never had a CIO, it owned EDS and just split it off. Everybody said GM
couldn’t change because the autonomous managers would never let it change. But today the company is
totally globalized, we took out 15 billion dollars, and we’re successful. It just goes to show you that
nothing is impossible. You just have to logically figure out what you can do about it and how you can
Continued
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9
SPECIAL COMMENTARY
attack it. In all the situations I’ve described to you, I’ve had a vision of how to solve the impossible
problems. Actually, I think they’re pretty simple; they’re all engineering problems. It’s no different from
an engineer trying to design something, but corporations and big technology takes a bigger vision.
The Laureate: What are your biggest leadership successes?
Szygenda: I’ve been in this industry for 36 years and I think my biggest success is the hundreds if not thousands of IT leaders that were developed in my organization. I think that’s probably my biggest leadership success.
The Laureate: Have you ever been disappointed in your ability to lead, and if so, what lessons did you learn
from that?
Szygenda: When I was younger, I tried to mold everybody that worked on the team to be me. Everybody
was frustrated, including me, and it told me that people aren’t like you. When you’re young, you think
if you’re really good and can do these things as an engineer, or as a scientist, or a technologist, all you
have to do is get everybody to be like you, but it takes a while to figure out that there is nobody like
you, and never will be. So what you do is try to leverage peoples’ strengths and minimize their weaknesses, and then you can appreciate why they’re different. The second leadership problem I had came
earlier and the middle part of my career. I knew the answers, I knew how to solve problems from a technology viewpoint, but I was frustrated because senior management of the company didn’t see the same
end answer that I did because I could not communicate correctly. It made me understand that besides
having the solution I had to be able to communicate the solution in varied business terms. That is what
changed my career and made me a business leader and a business technology leader versus just a technology leader. You have to understand that other people haven’t spent all day long looking at the same
problem you have, and if you think in five minutes you’re going to explain everything you’ve been doing
in the last six months, it’s probably not going to work.
The Laureate: When all is said and done, what has made you a successful leader?
Szygenda: First, fear of failure. I have always feared that I would fail. I’m a big winner and I don’t like to
lose, so I was always scared that I might not be successful. Secondly, I could not face my team if I was
not a successful leader and I couldn’t make them successful. The third thing that made me a successful
leader is, I could use my vision to evaluate the future. I’m known for always looking five years out and
anticipating what we have to do today based on where I think it will be in five years, and truthfully I’ve
been there most of that time. The last thing is I try to anticipate all problems. It’s kind of like a game.
When you have this issue and you have to solve it, you have to anticipate all the things that can go
wrong. It’s like playing chess. You have to look at all the moves around you, and the opportunities. But
before you make that move, you must analyze the situation.
A PERSPECTIVE ON THE
INTERNET BY ONE OF ITS
ORIGINAL DESIGNERS:
“MAINTAIN ITS OPEN CHARACTER”
By Vinton Cerf
Vice President and Chief Internet Evangelist
Google
VINTON CERF
2002 LEADERSHIP
AWARD RECIPIENT
When the Internet was first designed, Bob Kahn and I were principally interested in
inventing an open architecture that would permit an unlimited number of packetswitched networks to be interconnected in such a way that any computer on any of
these networks could exchange information with any other computer without knowing exactly how each packet would make its way through a network of networks.
We also assumed that no network making up the Internet would actually know
about the existence of any other network. That assumption necessitated the
invention of something we called a “gateway” that was able to send/receive packets to and from any network to which it was connected.
We had to invent a global address space because the address constructs of each constituent network had no
concept of any other network than their own. The gateways encapsulated Internet packets within the packets of the next network and addressed these packets to the destination host computer or to the next gateway
for routing to the destination network and host. The gateways themselves had to communicate with one
another to convey connectivity information around the network (“I am connected to the following networks”) so that a routing table could be formed at each gateway and a decision made for each Internet
packet regarding where and through which network it should next be sent to reach its destination.
We also assumed that the Internet packet transport process would be relatively insensitive to the underlying
transmission and switching technology so that as the Internet evolved and new transmission and switching
technologies were invented, the Internet could absorb them and use them in an ever-growing system. When
these design rules were applied in 1973, we knew that there would be new technologies invented, but we
didn’t know their characteristics, so this very general assumption was a way of future-proofing the Internet.
Of course, optical networking, frame relay, asynchronous transfer mode and multi-protocol label switching
all were invented and absorbed into the Internet as transport media well after the basic design of the
Internet had stabilized.
The Laureate: Finish this sentence: Moving into the future, great IT leaders must be able to…what?
The Internet today
Szygenda: Successfully transform business and technology or society to the betterment of mankind. It’s a
pretty high-level thing, but that’s what you do it for. If you can change any of those three for the betterment of mankind, you’ll have something to tell your grandchildren when you are old and in a rocking
chair. If you don’t, you probably won’t have much to talk about.
As we look at the Internet of 2006 compared to its initial instantiation in 1983, it is a vastly changed landscape but with a very familiar topography. The basic design rules have not changed, but the details are dramatically different. In 1983 there were really only four basic network technologies in use in the Internet:
the wireline ARPANET, mobile Packet Radio networks (in the San Francisco Bay area and at Fort. Bragg,
North Carolina), the Atlantic Packet Satellite Network (linking the US and Europe) and a growing number
of Ethernet local area networks. If memory serves there were a few other local area networks also linked into
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11
SPECIAL COMMENTARY
the system, such as MIT’s Chaosnet and a variation of the ring network first designed by David Farber and
his students at University of California, Irvine. It was subsequently refined at MIT and eventually turned
into a product by a company, Proteon, which was formed for that purpose.
in the legislatures of other countries around the world, and the outcome will color the future evolution of
the Internet with profound potential consequences.
Today one finds countless networks making up the global Internet using many different networking technologies, including a variety of wireless transmission systems that have unchained Internet users from their traditional leashes. The transformation of the Internet from a government-sponsored experiment to a vast and global
commercial enterprise made up of myriad independent service providers all interconnected by voluntary choices, has been a study in the power of free enterprise and open access. The fuel that has driven the Internet’s
growth stems in part from another early principle that has come to be known as the “end-to-end” principle.
Another major evolutionary development in the Internet is the rapidly increasing number of Internetenabled mobile devices. Mobile phones have become programmable platforms for a wide range of applications. Indeed, these are just receptacles waiting for another download of software to support another new
function or service. A consequence of this development is the enhanced value of, and interest in, geoindexed information-that is, information that has a geographic component that allows the information to
be associated with a place in physical space.
The end-to-end principle basically asserts that the bulk of the application-specific knowledge in the Internet
is found at the edges of the network where the hosts are. Open access to the Internet has permitted a kind
of evolutionary explosion reminiscent of the so-called Cambrian Explosion in the history of the evolution
of life on this planet.
We are only just beginning to reap the benefits of this class of information. Navigation in the real world is
enhanced by access to information about what is to be found and where. All kinds of demographic information, associated with location, can be used to analyze market opportunities, political interests, social phenomena, economic conditions, epidemiological effects, and myriad other applications. The ability to correlate information from diverse sources has non-linear utility and this is illustrated dramatically in scientific
circles where weather, seismic information, and demographic information can be combined to make important predictions or to analyze the effects of natural phenomena.
Once the general public (and business community) had open access to a public Internet, new ideas for the
use of the network proliferated. Entrepreneurs did not have to request permission from the ISPs to try out
new business models and services. They just tried them. We may never know how many of these ideas did
not work out but we do know some that have been very successful, even surviving the so-called “dotboom/dot-bust” period that ended in April 2000. Google, Yahoo!, eBay, Amazon and many others survived
and thrived on business models that were unrealizable in the offline world.
eBay realized that it could aggregate auction markets from users around the world-the users would not have
to be in a common physical location and the auction itself could be managed by software rather than a
human auctioneer. The opportunities for scaling this to gigantic proportions were rich and quickly realized.
People’s attics and basements suddenly became sources of income rather than dark places infrequently visited.
Amazon saw a similar ability to aggregate markets and to take advantage of the so-called “long tail” of
demand for books, records, CDs, DVDs and just about anything else you can imagine. Yahoo! and Google
realized that the contents of the World Wide Web needed to be organized and indexed to be useful, and in
the process discovered a new form of online advertising that seems to work better than traditional mass
media. None of these businesses had to ask permission to get started. Nor should any new entrepreneurs be
faced with unnecessary barriers to entry into newly invented markets.
Whose Internet is it?
In the U.S., and in a number of places around the world (notably Europe and New Zealand), there is
intense debate over the role of broadband service providers and the extent to which they are free to impose
constraints on the uses of their broadband transport media. Some service providers want to impose tolls on
any traffic passing on these access links to the public Internet. While this may be an attractive business
model, it could easily kill the innovation that has driven the Internet’s utility. Moreover, such tolls could
also limit consumer choices to reach any and all locations on the global Internet.
It is not unreasonable to offer differentiated services at the edges of the Internet and to charge users (business or residential) for access at different speeds or even with different service characteristics, but it is not
reasonable for the broadband providers to favor the traffic of one remote application service provider (ASP)
over another as a function of payment by the ASP.
The remote ASP is not a customer of the consumer’s broadband service provider. The ASPs presumably
already pay for their access to the Internet as do the consumers. At that point, both should be free to
exchange traffic without any additional interference. This debate is in high gear in the U.S. Congress and
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The move to mobility
The mobile devices we carry on our person or in our automobiles can also become sensors that help to
report conditions at an ever-refined scale, allowing scientists to build up increasingly accurate models of
natural processes, microclimates, and traffic patterns. This allows optimizations to improve our ability to
cope with congestion and hazards that arise from time to time.
Wireless access to the Internet has changed the way in which people think about online information
resources. When you had to sit down in one place, dial up and log into the network, you turned to its
resources only when you had time to spend on such an activity. With broadband wireless access to the network, you are “always on” and consequently can turn to these online resources with little overhead. In my
family, we keep a laptop on the dinner table and turn to it for help in resolving discussion debates, finding
facts, or answering the myriad questions that can come up in a rich-meal time discussion. “Googling” has
become a natural part of our social interactions at home, at work and on the road!
From Earth to space
It should be no surprise that another aspect of Internet evolution will take it off the planet and into the
solar system. For the past eight years, I have had the privilege of working with a small group of engineers
on the design of an interplanetary extension of the Internet. The purpose of this work is to standardize the
protocols used in space communication so as new missions are launched to various parts of the solar system,
any previous mission assets that are still in operation can be employed to support a new mission. The standards that make the Internet so powerful (“follow the standard and you are automatically compatible with
400 million machines on the Internet”) can also improve our ability to bring information back from our
deep space robotic and manned exploration initiatives.
As this is being written, an enormous amount of information is flowing from the planet Mars back to Earth
from the two rovers, Spirit and Opportunity, that landed in January 2004 and are still in operation over
two years later. Information is sent from the rovers on the surface of Mars up to any of several orbiting
satellites and then relayed back to Earth via the interplanetary network (formerly called the Deep Space
Network). The orbiters were originally put in place to gather imagery and other data to help determine
where we should land our rovers. They have been repurposed to serve as store and forward relays in much
the same way as routers are used in the Internet today.
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SPECIAL COMMENTARY
CASE STUDIES
The development of an Interplanetary Internet and the protocols needed to make it work are now well
underway. This development will evolve and grow as new missions to the outer planets are launched, so
that towards the end of the 21st century one can easily imagine a richly connected interplanetary Internet
supporting a wide range of concurrent missions gathering information about our nearest neighbors in space.
There seems to be few limits on what we can do with this interesting invention, and as long as we are careful to maintain its open character, there need not be any limits at all.
Vinton Cerf is widely known as “The Father of the Internet,” a sobriquet he earned by co-designing the TCP/IP protocols and
the architecture of the Internet along with Robert Kahn.
Cerf is currently Vice President and Chief Internet Evangelist, Google. His responsibilities in that position include identifying
new enabling technologies that support the development of advanced, Internet-based products and services.
He also serves as the Chairman of the Board of the Internet Corporation for Assigned Names and Numbers (ICANN). Among his
many awards is the U.S. National Medal of Technology, which was presented to him and Kahn by President Clinton in 1997.
14
THE COMPUTERWORLD
HONORS PROGRAM
NOTEWORTHY CASE STUDY
cancer Biomedical Informatics Grid, or caBIG
A CASE STUDY PRESENTED BY:
National Cancer Institute (NCI)
SUMMARY
The cancer Biomedical Informatics Grid, or caBIG, is a voluntary virtual informatics infrastructure that connects data, research tools, scientists, and organizations to leverage their combined strengths and expertise in
an open environment with common standards and shared tools. Effectively forming a World Wide Web of
cancer research, caBIG promises to speed progress in all aspects of cancer research and care including etiologic research, prevention, early detection, and treatment by breaking down technical and collaborative barriers.
Researchers in all disciplines have struggled with the integration of biomedical informatics tools and data;
the caBIG program demonstrates this important capability in the well-defined and critical area of cancer
research, by planning for, developing, and deploying technologies which have wide applicability outside the
cancer community. Built on the principles of open source, open access, open development, and federation,
caBIG infrastructure and tools are open and readily available to all who could benefit from the information
accessible through its shared environment.
caBIG is implemented by the cancer and biomedical research community, in collaboration with nonprofit
and industry partners (non cancer-specific organizations), with coordination and oversight provided by the
National Cancer Institute Center for Bioinformatics (NCICB). As part of the activities involved in building
the Grid, participating NCI-designated Cancer Centers and industry partners are developing or providing
standards-based biomedical research applications, infrastructure, and data sets. The implementation of common standards and a unifying architecture ensures interoperability of tools, facilitating collaboration, data
sharing, and streamlining research activities across organizations and disciplines.
Development of technical infrastructure and collaborative community is never easy, but as the transforming
power of an integrated infrastructure becomes more widely appreciated, an ever increasing number of stakeholders are examining their own environments and asking how they can build interconnecting links
through caBIG. The foundational components of caBIG are readily available as building blocks, connectors,
and tools, because much of the information and processes associated with cancer prevention, care, and
research share fundamental elements or approaches with other health challenges. Moreover, sharing and
integrating functional genomics and clinical trial data can improve cancer prevention and treatment beyond
any one country; the burden of cancer is international. caBIG is collaborating with the National Cancer
Research Institute in the United Kingdom to enable a richer analysis of complex relationships between, for
example, patterns of gene expression and prognosis or response to treatment.
OVERVIEW
Launched in February 2004, caBIG was designed and developed in collaboration with 50 NCI-designated
Cancer Centers and over 30 other organizations. Over 800 individuals now contribute to the caBIG initiative. caBIG activities are organized in workspaces; areas of focus that are developing applications, infrastructure, standards, policy documents, and other resources. There are currently nine workspaces: Architecture,
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Clinical Trials Management Systems, Data Sharing and Intellectual Capital, Integrative Cancer Research, In
Vivo Imaging, Strategic Planning, Tissue Banks and Pathology Tools, Training, and Vocabularies and
Common Data Elements. Collectively, caBIG’s Workspaces are not only building the foundation for caBIG,
they are also driving caBIG’s goals, priorities and activities. Voluntary participation is welcome and encouraged, and will ultimately ensure caBIG’s long-term success.
caBIG is already delivering demonstrable cancer and biomedical research products. In its first two years,
caBIG has launched over 90 individual projects including: the first iteration of the caBIG Compatibility
Guidelines; end-to end solutions like caARRAY and genePattern, that provide micorarray tools at both ends
of the process; caWorkbench, providing analysis capabilities for molecular pathways; caTIES, caTISSUE
CORE, and Clinical Annotation Engine, a set of tissue banking tools that can be used to track and mine
tissue samples; and the Cancer Central Clinical Data suite of clinical trials management tools for managing
clinical research data across sites and time, including key functions like adverse event reporting. The testbed
release of the grid architecture, dubbed caGrid, is available and version 1.0 will be released in the Fall.
During the 2006 calendar year, 40-plus new products are expected to be delivered, to include biomedical
tools and datasets, as well as white papers, policies, guidelines, and training materials. All products produced by caBIG are openly available for use by the caBIG community and beyond. caBIG products developed by the Workspaces are also increasingly available online.
NCI recognizes that ultimately, the evolution of the caBIG network should be accompanied by the growth of a
self-sustaining caBIG community. Within the cancer community, caBIG started with NCI-designated Cancer
Centers and is now reaching out to NCI’s Specialized Programs of Research Excellence (SPOREs), which promote interdisciplinary research among the basic and clinical sciences; NCI’s Clinical Trials Cooperative Group
Program, that involves researchers, cancer centers, and community physicians; and other NCI programs, and
the broader cancer community. Patient advocates have played a critical role in caBIG from the beginning.
Equally important, caBIG participants include industry partners (e.g., Pharmaceutical, Biotechnology, IT),
other National Institutes of Health (NIH) researchers, clinicians, and informaticians, U.S. federal agencies,
and international partners. Where possible, caBIG is collaborating and coordinating with other health and
biomedical IT initiatives and activities (public and private) to further the goal of creating an interconnected
network to support the vision for overcoming cancer. Specific partnerships between caBIG and other NIH
components, Federal agencies and international initiatives are also being discussed. All of these groups share
a common commitment to the importance of open and shared biomedical informatics tools, standards,
infrastructure and data.
A DVD is available that provides much more detail on the caBIG program including FAQs, lists of tools,
articles, program updates, participant listings, and workspace contact information. The DVD also allows
users to navigate to a “caBIG toolkit” representing the current status of the caBIG initiative’s software development efforts to create interoperable and standards-based biomedical informatics tools.
BENEFITS
“To me the biggest thing about caBIG is how it brought everyone in the community together. Getting all
of the agencies (NCI, FDA), the Cancer Centers and all the various bodies to communicate and to start
talking about what they have been doing so that they can get on the same page will foster a breakthrough.
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Even if we were never to even get a single software product out, the standards that are developed by the
program would make a significant difference in the war on cancer.”
- Diane Paul, Patient Advocate
In 2005 it was estimated that 1.4 million people received the horrible news that they had cancer. And in
2005, an estimated 570,280 people died from cancer. The caBIG program is working to provide real solutions to help reduce the number of patients that are dying or suffering from cancer. caBIG will involve the
entire cancer research community, including those who conduct basic science research on the origins and
mechanisms of cancer, those who study prevention, early detection, and treatment, and those who work on
clinical trials to bring effective new diagnostics and treatments to patients. Through caBIG, basic scientists
will be better able to integrate disparate forms of data from their own laboratory, as well as from other
research laboratories across the world. They will be able to integrate information based on tumor pathology;
data from RNA, DNA, and protein expression levels (integrating genomic, expression array, and proteomic
experiments); and data collected from patients involved in clinical trials. caBIG will increase the strength
and scope of the experiments done in each participating center, thereby generating broader and more meaningful conclusions that can be translated more rapidly into better patient outcomes. caBIG will also help to
enable another important step-taking the most promising ideas from bench to bedside, and back to the
bench again.
These activities are the result of not only the cooperative development of new software and informatics
infrastructure, but also in the creation of an environment supporting collaboration among the broad range
of participants. It is within the context of this diverse community that the caBIG project tools have been
developed. By working closely together with other researchers on related classes of information, scientists
and developers can ensure that their data is collected and stored in a manner that enables it to be shared,
queried, retrieved and integrated with that from others. This allows data collected by the community to be
combined and used for purposes unexpected by the original collectors of the material. It is these integrative
and translational activities which will provide the best use of the original data, and provide the most novel
and important scientific insights.
Although caBIG’s most important accomplishments and contributions still lie in the future, it has the
power to redefine how cancer research is conducted and shared. caBIG is hastening the time when patients
live with, rather than die from cancer.
THE IMPORTANCE OF TECHNOLOGY
“The caBIG program differs from other grid efforts in that it represents a strongly typed grid with several
layers of metadata and a sophisticated hierarchical metadata management system. Cancer research is an
ideal application area to motivate important advances in grid technology because of the heterogeneous
nature of biomedical data and the acknowledged need to coordinate and share resources across that community.”
- Joel Saltz M.D. Ph.D., Professor and Chair of Biomedical Informatics, Arthur G. James Cancer Hospital
& Richard J. Solove Research Institute, Ohio State University
The cancer research community is in the midst of an explosion of knowledge about cancer as a disease
process - beginning to understand cancer not by what can be seen or touched - or by what is revealed under
a microscope - but at the molecular level. It is not a question of if, but rather when and how, molecular medicine translates into personalized care. As scientists understand more completely the steps of the cancer
process, they will identify the specific molecular targets in that process that are vulnerable to preemption.
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This cannot be achieved without greater interconnectivity and coordination across the cancer enterprise. This
requires seeing cancer as a systems problem that will require a systems solution. Although cancer is being
unraveled rapidly at the genomic and proteomic levels, researchers have not concomitantly developed the
seamless system needed to capitalize on discoveries. To universally integrate personalized medicine into cancer
prevention, diagnosis and treatment, researchers and clinicians must be able to gain rapid access to multiple
types of specific information about an individual patient -- information to which they do not currently have
easy access. A new generation of medicine will require incorporation of shared information technologies.
The information infrastructure revolution that has transformed business has had slow uptake in biology and
medicine. Within the research community there exists a “Tower of Babel” problem. Research teams cannot
easily understand data collected by, or share data with, other medical research teams working on the very
same disease. Efficient, effective collaborations are blocked by these “language” and data sharing problems.
Scientists have a difficult time integrating the various types of data they collect in a manner that will allow
them to ask and answer important questions about how a disease works, and what they can do to stop it.
Medical research teams have operated, in effect, as cottage industries, each collecting and interpreting data
using a unique language of their own making and in virtual isolation from other teams. Biomedical informatics has the potential to be the powerful critical means to achieve the necessary degree of integration as it
provides the mechanisms and tools to support standardized sharing, management and analysis of diverse
data across the bench-to-bedside continuum and back.
By making use of standardized vocabularies and objects, defined by community interaction, and reflecting
the needs and requirements of those participants within the community, data under the caBIG project is
collected in a previously-agreed upon structure, using shared and standardized vocabularies, and accessed via
a standard software mechanism. It is with these capabilities along with well-defined security and privacy
tools and processes that the data can be accessed, shared, and ultimately integrated. With integrated data
and standard protocols, user-friendly desktop tools have been (and are continuing to be) developed to allow
end users to seamlessly query data from multiple institutions in many disciplines. With the addition of
caBIG standardized support, documentation, and training using user-friendly desktop tools, a growing
range of software is being developed by the program.
Informatics at the Core of the caBIG Program
Recognizing the transformational power of an interoperable biomedical informatics infrastructure to overcome obstacles, caBIG is constructed around three interrelated areas of informatics:
• Bioinformatics provides cancer and biomedical researchers with tools, infrastructure and analytic
methodologies necessary to manage and harvest insights from the large volumes of data generated by
novel types of research such as molecular biology, genomics and proteomics.
• Medical or clinical informatics enables the management, analysis and dissemination of clinical and public health data, and includes the use of informatics infrastructure and applications such as clinical trial
management systems, electronic health records, and cancer registries.
• Biomedical informatics, an innovative synergy between bioinformatics and clinical informatics, offers
infrastructure, tools, techniques and applications that bridge the two other areas and creates a mechanism that facilitates the sharing of data along the continuum from research bench to clinical bedside and
back. It offers the prospect of integrating individual patient data from clinical care into the clinical
research environment, and back into clinical care or basic science research.
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caBIG is being built on open source, open access, open development, and federation principles. Anyone can
gain access to caBIG software (and its component parts) at no cost, modify it to suit his or her needs, and
contribute to its ongoing development. Many organizations are working together to realize its full potential,
including for-profit companies that wish to “add value” to caBIG - i.e., enhance caBIG’s function or ease of
use - and lease or sell those improvements to interested caBIG users. As an open source model, source code
for all program-funded caBIG software tools is available to end-users. This approach is consistent with the
philosophy supporting development of the “knowledge commons,” which is created and fed by free and
open distribution of intellectual property on the internet.
ORIGINALITY
“For the first time, an informatics system stands to meld the contextual knowledge that has been developed
in the biosciences. caBIG is forward-looking in the same way that the internet infrastructure was, and that
has effectively served the community for many years.”
- Frank Manion, Chief Technology Officer, Fox Chase Cancer Center, Philadelphia PA
caBIG is a distinctive and ambitious undertaking, as no known precedent exists for a bioinformatics engineering initiative of this scale. The NCI is helping caBIG become “the World Wide Web of cancer research.”
Researchers from around the world are gaining open access to the common platform of caBIG, to be able to
use common tools, and rapidly convert, relate, and analyze data from different sources. Members of the
research community also actively contribute to caBIG activities based on their needs and interests, as the
work of many groups across the government, academic, and private sectors is crucial to the success of caBIG.
caBIG has already started to inspire scientists throughout the cancer research community and beyond.
Bioinformatics researchers have required the implementation of standards since the field first started to
expand during the explosion of DNA sequencing data when the genome project began. It was the need for
a consistent means to represent DNA and protein sequence data, coupled with a growing range of associated annotation data, that has driven the caBIG project to develop a set of standards that can be used to integrate data and connect applications. This process is unique in that it does not require the extra time and
cost of additional software activities to standardize and integrate the applications. The community has collaborated closely to incorporate this standardization and integration right into the process. The tools and
applications are out to the community cheaper and quicker.
SUCCESS
“caBIG opens up a ton of opportunities to do research on unusual forms of cancer. This is particularly
important where there are not enough people in any given region for a statistically valid study. When you
can network a bunch of cancer centers together, you can assemble lots of different cases, and with that integrated information, benefit whole new cancer populations.”
- Virginia Hetrick, Patient Advocate Professor, DeVry University
The progress of the caBIG program in a few short years has been incredible: from the development of a strong
and vibrant community, through the selection and implementation of key infrastructure technologies, to the
ongoing development and deployment of a suite of tools now utilized in cancer research settings across the country and beyond. caBIG’s community has grown to more than 800 active participants, working in close cooperation in a range of domain areas and contributing to the shared development and adoption of data models and
common data elements to represent their informatics work. Such harmonization of the diverse subject areas represented by project participants is integral to the development of caBIG’s underlying shared infrastructure.
caBIG’s foundational program has facilitated the development of tools which can now be deployed in scientific research laboratories to enable the collection, analysis and visualization of data, as well as providing a
host of mechanisms for collaboration between members. There are more than 50 working products in the
caBIG program which are available now, with many others coming online in the near future. Similarly,
there are already a wide range of data services and sources being supplied from laboratories throughout the
country using caBIG compatible interfaces. As the caGrid technology moves from its current 0.5 release to
the caGrid 1.0 release, information from many more data sources will become available and queryable
through simple and straightforward user interfaces currently under development.
Subsequently, caBIG has seen a steadily growing range of participants on the Grid bringing an ever-widening knowledge base. The internet, much like caBIG, had a small beginning—once just two computers on
the network—and the internet has grown through open and interoperable systems, to become a critical,
worldwide resource. The caBIG project is taking a very similar open and community-driven approach
which is likely to demonstrate similar success.
The community has already responded, creating thousands of new data elements and vocabulary concepts
that can be re-used, and all applications developed under caBIG are at the Silver level of maturity, which
requires that all relevant software data elements, vocabularies can be re-used and harmonized and that the
APIs are exposed in such a way that they can integrate with the under-development caGrid. Several early
adopters within the community have also piloted their software on caGrid 0.5. By exposing their software
API on caGrid 0.5, these early adopters of caGrid 0.5 have provided the cancer research community access
to a protein information resource (PIR, Georgetown University), a protein mass spec analytical service
(RProteomics, Duke), a microarray database (caArray, NCICB and Georgetown University) and a pathology report text extraction app (caTIES, UPMC). Not only has this effort provided tools to the cancer
research community but has served as a means of developing reference implementations to guide later
caGrid adoption throughout the program. As a result, there are already working caGrid nodes throughout
the country, with more being added all the time.
caBIG’s progress and developments are designed to be extensible into a wide range of disciplines.
Researchers in disease areas other than cancer are already utilizing caBIG’s infrastructure and adopting its
approach to meet their research needs.
DIFFICULTY
Since nothing of this kind or scale had ever been successfully attempted, merely getting the stakeholder
community educated and involved in the effort was a challenge. In order to initially engage the cancer community, all of whom are located at the more than 60 NCI-designated Cancer Centers spread throughout
the country, it was necessary to visit the centers and meet the participants. In order to meet this challenge,
the NCICB launched the preparatory phase of caBIG in July 2003 by engaging designated NCI Cancer
Center staff in informational seminars held on each coast. Over 100 individuals participated in these discussions. The purpose of these discussions was to inform the cancer centers about the caBIG initiative
goals, objectives, and timelines. Careful consideration was given to create a message designed not only to
inform, but to generate enthusiasm for the initiative. Immediately following these sessions, five teams conducted onsite cooperative development meetings where Cancer Centers discussed their informatics based
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strengths, needs and potential contributions in greater detail. caBIG program staff visited 49 Cancer
Centers in 42 days. The combined expertise of the visiting teams allowed the caBIG program team to effectively communicate on a peer-to-peer level with the local Cancer Center experts. The visits resulted in a
detailed accounting and prioritization of biomedical informatics related issues, interests and capabilities that
the caBIG program sought to address.
The meetings with Cancer Centers were critical towards the development of a program that truly engaged
the stakeholders, and significantly moved the program towards self-sufficiency. These meetings gave the
Cancer Center bench researchers, clinical trialists and informatics specialists all a chance to contribute their
ideas, needs and capabilities to the developing program during its early formative stages. The structure of
the program itself, and its early emphasis came directly from the participating stakeholders. This has not
only led to a vibrant program, it has also led to a program that the stakeholders feel a strong sense of ownership for. caBIG is overall driven by and for the community.
The challenges of developing systems which are not only capable of sharing data in a common format, but
are also able to integrate that data across sites, laboratories, and subject areas, is the chief technical difficulty
to be overcome by the caBIG program. The critical first steps were to develop an architecture and software
infrastructure which allows the effective sharing of information, and to develop and use software tools and
processes to allow the members of the community to re-use and harmonize the data models and vocabularies that they use to describe their data. By taking advantage of innovative tools like the caDSR (cancer data
standards repository) the EVS (enterprise vocabulary system) and the caGrid, a geographically dispersed
community of researchers and informaticians can query data in a uniform and integrated fashion from tools
placed right on their desktops. The caBIG program is leveraging existing software standards and open platforms wherever possible, and closely working with experts in the community, to develop what is necessary
to achieve the goals of the program.
Beyond the difficulty of coordinating the development of a suite of interoperable biomedical informatics
tools, and the creation of shared vocabularies and data elements, was the challenge of creating a self-sustaining community of experts to shepherd and lead the development of the program. It is only with a committed and coordinated group of developers that a program as large in scope and as aggressive in timeline as
caBIG can be created. Although the field of cancer research is in dire need of better means of data integration and collaboration, there has not been a history of software standards within the bioinformatics community. Addressing this dual challenge of complex software and infrastructure development requirements
and the molding of a community to support them has been the critical achievement of caBIG.
With a committed team, and by providing mechanisms from the beginning to integrate and drive the program, the caBIG program has successfully met the challenges, both technical and social, to create an integrated grid with which cancer research data can be shared broadly throughout the community.
caBIG has been supported by the National Cancer Institute from its inception as a critical element in
the Institute’s strategic plans and a key enabler of its vision to eliminate suffering and death due to
cancer by 2015.
22
One Hologic Implementing Oracle
Hologic, Inc.
SUMMARY
Hologic, Inc. is a leading developer, manufacturer and supplier of medical imaging systems dedicated to
serving the healthcare needs of women, and a leading developer of state-of-the-art digital imaging technology for general radiography and mammography applications. To better manage delivery of its product line
designed to help doctors diagnose and treat breast cancer, osteoporosis and other diseases affecting women,
Hologic wanted a new, integrated enterprise software system.
Hologic consolidated global operations-from finance to manufacturing to logistics-on a single instance of the
Oracle E-Business Suite, calling the project “One Hologic Implementing Oracle.” Hologic has seen a range
of operational improvements, notably faster, more accurate financial management, better synchronized manufacturing processes, higher labor productivity and leaner inventory systems since its Oracle implementation.
Hologic is set to realize about $7.4 million in total benefits from its investment, including $3.6 million from
labor-productivity increases and $3.8 million from huge reductions in inventory carrying costs.
OVERVIEW
Each year, more than one million women are diagnosed with breast cancer, while hundreds of thousands of
them fall victim to this dreaded disease. In addition, osteoporosis affects more than 200 million women
worldwide. The rising number of osteoporotic fractures and their associated morbidity place an increasingly
heavy burden on future healthcare resources, as it is estimated that the annual cost of managing osteoporosis will be more than $15 billion.
Founded in 1986, Hologic has seen demand for its products take off, as more hospitals and clinics have
moved to all-digital diagnostic technologies. Hologic has achieved a leading market position in breast cancer
and osteoporosis detection in the United States. Its market share in Europe, Asia and South America continues to grow, with the fastest growing market opportunity in the breast cancer detection segment.
As Hologic grew, it added business information systems incrementally and inherited systems from acquired
companies. In 2001, Hologic found itself increasingly challenged by a fragmented architecture, which slowed
financial processes and made it hard for managers to coordinate production scheduling to optimize output. At
the same time, Sarbanes-Oxley regulations began to impose new data tracking demands while its European
operations needed shorter delivery lead times and faster pricing to keep up with exploding sales in the region.
All of these developments, Hologic concluded, called for a more globally integrated business platform. It
responded by implementing an integrated set of Oracle applications with the goal of running the entire enterprise-from finance to manufacturing to logistics-on a global single instance of the Oracle E-Business Suite.
Executives cited three specific IT- related objectives the company sought to achieve:
1. Establish a single, Web-enabled ERP system used by all divisions
The centralized system would in turn help Hologic restructure its business processes.
2. Improve external and internal financial reporting
In particular, Hologic needed to meet new Sarbanes-Oxley regulations and supply managers with
reliable financial information to make better, more proactive decisions.
3. Boost working capital performance
With expensive stockpiles of parts and finished goods at three major plants, Hologic needed more
disciplined supply-chain processes to reduce inventories and boost manufacturing efficiencies.
Hologic began the Oracle project, named “One Hologic Implementing Oracle,” in April 2002. Altogether
Hologic invested about $4.4 million over three years in the new system, including hardware, software, consulting and internal labor.
To Hologic, there is nothing more important than to remain dedicated to the principle of applying highly
sophisticated technology to medical imaging challenges. Hologic chose Oracle as a partner in these significant efforts.
BENEFITS
After implementing the Oracle E-Business Suite, Hologic consolidated systems on Oracle Manufacturing
for three of its major plants, including Bedford, Danbury and Newark. The new system provided operational insight into the relationship between finance and manufacturing activity, helping the company
reduce inventories and monitor overall company performance in real-time. Hologic also created a manufacturing resource planning process and transitioned to a just-in-time supply chain based on the financial and
manufacturing data across those facilities, transforming into a single entity from three disparate plants.
Improvements in the supply chain resulted across all the company’s facilities. Hologic reduced the backlog
of parts and raw materials at the Bedford facility to $65,000 from $800,000. Parts waiting for assembly
now average seven days in the facility as compared to the previous 4 and one half months. The move to a
build-to-order manufacturing environment at the Danbury plant helped the company improve inventory
turnover rates leading to 80 percent fewer open work orders. The average value of inventory dropped by 31
percent even though facility output grew by 78 percent.
By standardizing its financial operations on the Oracle E-Business Suite, Hologic integrated its core finance
and accounting processes. The integrated process has led to the company reducing the monthly finance
closing cycle to five days from 10. The company’s quarterly financial forecasts are now 80 percent more
accurate. Monthly performance reports are now prepared in six days rather than five weeks, previously.
Hologic also benefited from Oracle E-Business Suite’s support complying with Section 404 of the SarbanesOxley Act. The company standardized and automated much of the compliance tasks, including regular
reporting. The built-in process documentation and data-tracking capabilities of Oracle E-Business Suite
allowed Hologic to cut its external consulting costs and internal staffing costs by $130,000 a year at each of
its five facilities.
Continued
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25
Employee Quotes:
The power of digital imaging creates new possibilities for technologies that could enable us to see cancers
earlier than ever before. Driven by passion and a history of innovation, Hologic is leading in the search for
new ways to detect breast cancer and is dedicated to the quality of the products it produces, markets and
supports. State-of-the-art technology is at the heart of its products and an integral part to running and
improving all facets of its operations.
“Managers get consistent, credible information from a single global source, and we are adopting leading
practices in many areas and continuing to drive productivity to accomplish more with less,” said David
Rudzinsky, CIO, Hologic.
Hologic used the single-instance of the Oracle E-Business Suite as a platform to re-engineer business
processes. The company tightened its supply chain to improve fulfillment and enable inventory tracking,
boosted working capital performance by reducing expensive stockpiles of parts and finished goods, and
improved external and internal financial reporting to fulfill Sarbanes-Oxley Section 404 compliance.
The Oracle investment generated a positive cash flow in 2004 as Hologic began reaping the benefits of
lower inventory and carrying costs, and from productivity increases in the company’s financial and manufacturing operation.
Today, Hologic executives are reporting business benefits across almost every operating division. They have
more efficient tools in finance, HR and manufacturing and managers get consistent, credible information
from a single global source. Hologic is adopting leading practices in many areas and continues to drive
productivity and accomplish more with less with the Oracle E-Business Suite.
ORIGINALITY
Breast cancer is the most common form of cancer among women other than skin cancer. Breast cancer is
the second leading cause of cancer death in women after lung cancer. A woman’s chance of developing
breast cancer increases significantly with age. A woman’s chance of developing breast cancer sometime in
her lifetime is approximately 1 in 7. The chance that breast cancer will be responsible for a woman’s death is
about 1 in 33. If detected in the earliest stages, the five-year survival rate for breast cancer is 98 percent.
Today, there are over two million breast cancer survivors in the United States because of advancements from
companies like Hologic. While an ERP implementation-integrating manufacturing, financials and human
resource applications on a single platform-is far from unique, the deployment of such technology to enable
the production of medical imaging systems such as those from Hologic can have life-changing results.
“The Oracle solution is totally integrated, from the master production schedule to purchasing to assembly
to shipping,” said Joe Ywuc, director of Hologic’s manufacturing operation in Bedford. “Everyone has easy
access to one set of data.”
“A lean manufacturing operation is our goal, and we have made great strides with more to come,” said Ywuc.
“From a purchasing and planning perspective, the Oracle modules have enabled significant efficiencies,”
said Bill Ryan, senior buyer and planner with Hologic. “The Oracle module supplies detailed information
that can be sorted in a variety of ways that was not possible with our previous system.”
“The Oracle implementation is allowing Hologic to refine our system and business process to better meet the
needs of external as well as internal parties,” said Steve DeCrane, controller of Hologic’s European region.
“Pricing is now defined by formulas that enable us to quote a price in 30 seconds. Without transaction history, we would have to email the U.S. for information and make additional calculations,” said Kris De
Backer, logistics and sales manager for Hologic’s European region.
“We now have visibility to global inventories, so when a customer orders a product or spare part that we
don’t have in Europe, we can quickly locate the item and give the customer a delivery date,” said Kris De
Backer, logistics and sales manager for the company’s European region. “This proactive communication
with dealers is helping us achieve our growth goals, and because Europe runs on the same Oracle instance
as the U.S., the European unit can set delivery dates almost immediately for spare parts that are not inventoried in Europe. Prior to Oracle, we sometimes lost one to two days to account for the Europe-U.S. timing
difference.”
DIFFICULTY
Following are some of the general obstacles Hologic faced:
• Bring different corporate cultures at the different locations together
• Unify disparate business processes where appropriate
SUCCESS
Hologic exceeded all of its goals for the Oracle implementation. Today, more than 800 employees at
Hologic benefit from the new Oracle system. Below is a breakdown of the ROI the company has achieved:
• Realized 106 percent net ROI
• Projected $3.5 million net benefits through 2010
• Decreased inventory at two key plants by 35 percent and 48 percent
• Develop new technical skills within IT
• Resolve a number of inefficiencies related to disconnected systems and databases spread across Hologic’s
U.S. and European operations
• Shift from an operation that depended on multiple spreadsheets to one structured around a consolidated
enterprise resource planning approach
• Build a single, centralized customer base that managers, sales, and service staff could draw from
• Cut part shortages by 67 percent at Bedford plant
• Raise customer satisfaction to highest levels through better tracking of contracts, installed base, and service requests
• Reduced financial management labor costs by 17 percent
• Lower inventory through precision tracking
• Cut financial closing cycle in half
• Increase plant flexibility and efficiency
• Gained significant efficiencies with mobile field service
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27
CASE STUDY
Joint Network Node (JNN)
Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom in 2001 and 2003, respectively,
the need for new capabilities became more urgent.
“It came to a head when Gen. William Wallace made the run for Baghdad,” Mr. Sintic said. “The pace of
the war outran our ability to communicate, and it revealed a gaping hole in the way we fought. When you
outrun your communications, you leave your commander at risk. The communications system provides situation awareness, space awareness, fire support - all of the important warfighting applications.”
US Army
SUMMARY
The communications, collaboration and information-sharing capabilities enabled by the Joint Network
Node (JNN) network have enhanced performance of the U.S. Army command structures in Afghanistan
and Iraq, aided the global war on terror and Iraqi democratization, and saved civilian and soldier lives. And,
yet, probably the most remarkable part of the JNN story is that these unprecedented capabilities were
enabled so quickly by so diverse an array of government and commercial organizations.
In confronting a nontraditional enemy with asymmetrical makeup and methods in vast desert- and mountain-region battlefields, the Army needed to break the bounds of 30-kilometer line-of-sight radio communications. Battalions had to be able to securely communicate with one another and commanders over distances of hundreds or thousands of miles. More bandwidth and new applications needed to be available to
the network users who were doing the actual fighting.
“It’s the least we could do for the war-fighter who does so much more for us,” said Jim Sintic, one of the original five JNN developers and now Chief Engineer for Tactical Networking Systems with the Army’s Project
Manager (PM) Tactical Radio Communications Systems (TRCS), the group which oversaw the project.
Pending full-up availability of WIN-T, the Army deployed JNN, a state-of-the-art communications network
that enables the secure exchange of IP voice, video and data communications beyond light of sight. Soldiers
on the battlefield are equipped with voice over IP, videoconferencing and greater access to classified and
unclassified military networks. JNN leverages commercial satellite technology and Internet networking
technology to increase functionality and efficiency while reducing equipment size, weight and power.
The Army planned a methodical, deliberate upgrade from its Cold War-era, legacy communications system
to its Warfighter Information Network-Tactical (WIN-T) vision over the course of this decade.
BENEFITS
But, with the launches of Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom, the
Army simply had to move more quickly. Working with a team of 200 professionals from Cisco Systems,
General Dynamics and other industry leaders, the Army implemented the initial JNN program in just five
months, moving to complete, in-theater, trained operational capability within a year.
No longer dependent on aged, line-of-sight and push-to-talk communications technologies, the JNN
equipped the Army’s globally dispersed war-fighters with secure, Internet Protocol (IP) voice, video and
data communications capabilities via satellite. The JNN network optimizes the performance and benefits of
a host of applications such as the Command Post of the Future (CPoF), a tool for enabling dispersed commanders to collaborate and share information in virtual meetings.
Information superiority stands to be the critical differentiator in the wars of today and tomorrow; whoever
has it will win. Information must flow freely (but securely) among commanders and soldiers.
Internet capability for a small platoon on the ground, the ability for a commander to remotely monitor the
progress of brigades, simultaneous information sharing among multiple users … the consensus across users of
the JNN is that the system provides tremendous and literally unprecedented capabilities. Among those are:
• Connectivity of the Warfighter to the Global Information Grid (GIG)
• Internet-based connectivity to Defense Information Systems Network (DISN) per division
• DISN connectivity down to battalion level
• Enhanced mobility and communications at the “quick halt”
OVERVIEW
• Joint and Coalition connectivity
The Army’s emphasis in the Cold War was on force of tremendous scale - big equipment and plenty of manpower. With the collapse of the Soviet Union, the U.S. Army’s challenge evolved. The huge fighting force
would need to be broken up into striker-brigade combat teams, equipped to engage in multiple, simultaneous conflicts around the globe. The Army’s communications system, not designed for effective, efficient setup
or operation outside the division structure, would have to evolve for this new, modular construct, too.
• “Black” Internet Backbone with Type 1 encryption
At about the same time, in the early to mid 1990s, the Department of Defense’s Research & Development
labs found themselves challenged to keep pace with the commercial sector’s furious succession of innovations
in communications technologies. Instead of merely pioneering communications technologies, the DoD
determined it would be better served to also leverage the innovations emanating from the commercial world.
Out of these trends grew WIN-T, a commercial/government off-the-shelf (COTS/GOTS) communications
architecture to be implemented gradually over the first decade of the 21st Century. But with the launches of
• Interface to legacy systems
• Satellite communications and terrestrial connectivity
• Support for autonomous brigade operations.
“I’ve received numerous e-mails from commanders in the field, and they all basically say the same thing:
JNN allows us to do things we’ve never done before,” Mr. Sintic said. “We can better collaborate in planning and executing missions. We can push streaming video to or from a battalion in the field. We can do
video teleconferencing. Soldiers and commanders in different locations can look at the same maps of terrain
and collaborate and draw on them for enhanced battle-space awareness. We can use CPoF, which is basically
an all-in-one collaboration tool. Soldiers can use VoIP headsets.
“And it’s all done over the same pipe. Everything rides over the same JNN backbone.”
Continued
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JNN relies on Cisco Systems IP routers, switches, voice over IP call processing software and telephones, as
well as net.com Promina Multiplexers, Redcom Laboratories public branch exchange (PBX) switches and
Juniper Networks NetScreen firewalls. Cisco equipment is the backbone of the Joint National Training
Capability (JNTC) Army Enterprise Network.
“Ninety percent of the equipment used by the JNN is commercially available,” Mr. Sintic said. “We wanted
to be cutting edge but couldn’t be bleeding edge because of the risks involved. We had so little time to turn
on the capabilities, so we had to know that the gear would be interoperable with each other. And we expect
these networks to be in use for a long time, so supportability was an issue. We had to go with proven technologies from industry leaders who were comfortable in the tactical arena. We just couldn’t take the risk of
partnering with unproven vendors or startups who might get gobbled up by larger players.”
General Dynamics, along with DataPath Incorporated Satellite Communications Systems, led the integrated JNN response because of its experience with the Army’s legacy Tri-Tac and Mobile Subscriber
Equipment (MSE) communications systems, domain knowledge, training regimens and logistical infrastructure. Not only did the General Dynamics team deliver the technology, it had to ensure that the troops
were properly trained. Troops were trained sequentially, with lessons learned, updates and refinements
incorporated in subsequent training for other units.
“One of the good, strong trends for us is that the soldiers coming up today were born with computers,” Mr.
Sintic said. “IP is something they are very comfortable with. They are very adaptable to the capabilities that
JNN offers.”
On Jan. 18, 2006, the JNN was announced as a first-place winner of an Institute for Defense and
Government Advancement (IDGA) 2006 Network Centric Warfare (NCW) Award in the category of Best
Contributions to the Development of NCW Theory.
DIFFICULTY
Given the life-and-death stakes, there is an understandable resistance to severe change in the way the Army
operates. JNN represented a significant departure from tried-and-true communications methods, and yet
the need became apparent with Gen. Wallace’s outrunning of communications coverage on the march to
Baghdad in the early stages of Operation Iraqi Freedom.
The most challenging obstacles overcome in JNN implementation were the tight timeframe, the requirement
for the infrastructure to be compatible with the longer-range WIN-T vision, ensuring interoperability with legacy communications systems, and the synchronicity to be achieved among diverse public and private entities.
ORIGINALITY
While the capabilities of JNN are revolutionary in terms of helping the Army more efficiently and effectively execute its missions, the model is evolutionary - part of the Army’s increasing reliance on more industrystandard, commercially-available technologies.
“JNN is a fully interoperable bridge to WIN-T,” Mr. Sintic said.
He identified time and teamwork as the two most exceptional aspects of the project. JNN was implemented
very quickly and required integration across a diverse team of public and private entities - work coordinated
by the Army’s five-member PM TRCS group in Fort Monmouth, N.J.
“The synergy of the teams involved was incredible, and I, frankly, think patriotism had a lot to do with it,”
Mr. Sintic said. “Our industry partners had to work hand in hand with one another to make this happen,
and there was significant debate about the architecture - plenty of disagreements among really smart people.
But they were willing to make impressive sacrifices for the greater good, and that was extraordinary.”
SUCCESS
The JNN was launched in just five months. In-theater, trained, complete operational capability was
achieved within a year. Today, the JNN is in use across the Army’s Third Infantry Division, 101st Airborne
Division, 10th Mountain Division, 4th Infantry Division, 1st Cavalry Division and 25th Infantry Division,
as well as three brigade combat teams (1/34th Infantry Division, 3/82nd Airborne Division and 2/1
Infantry Division).
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31
T H E L E A D E R S H I P AWA R D S
THE COMPUTERWORLD
HONORS PROGRAM
THE EMC
INFORMATION LEADERSHIP AWARD
L INDA M. D ILLMAN
Executive Vice President of Risk Management & Benefits Administration
Wal-Mart Stores
“Understanding the vision yourself is one thing, but creating it and then articulating it in a way
that the people in your team understand it—and then repeating it over and over again, so that it sticks,
so that it becomes their mission, it becomes their vision as well as yours, and that they understand
the whys behind it—is really critical. It’s got to be consistent. You can’t have a new vision every six
months. It’s got to be the same vision for a sustained period of time.”
Linda M. Dillman, Oral History
Linda M. Dillman is Executive Vice President of Risk Management and Benefits Administration for the
world’s top retailer, Wal-Mart Stores, Inc. She also leads the company’s sustainability efforts, a role she
assumed in the spring of 2006.
Previously, Linda was the Executive Vice President and Chief Information Officer at Wal-Mart, and until
2003, she served as Senior Vice President and CIO. In those roles, Linda was instrumental in helping
Wal-Mart to develop one of the most sophisticated information services networks in the world, and
became a major force behind the current radio frequency identification (RFID) movement in supplychain management throughout the retail industry.
Linda joined Wal-Mart in 1991 where she has served in several key information services management
positions, including Applications Development Manager for SAM’S CLUB and then Wal-Mart Store
Systems before being promoted to Director of Applications Development in 1997. The following year,
Linda was named Vice President of Applications Development, where she led the system conversion for
Wal-Mart’s acquisition of ASDA in the United Kingdom. Prior to serving as Senior Vice President and
CIO, Linda served as Vice President of International Systems.
In addition to her role in the ASDA conversion, Linda’s other notable accomplishments were the implementation of the perpetual inventory and store Telxon systems at Wal-Mart. Prior to Wal-Mart, Linda
worked for the Hewlett-Packard Company for five years.
Linda serves on the board of the Network of Executive Women, the GS1 Global Board, the University of
Indianapolis Advisory Board, and is on the board of the National Center for Women & Technology.
Established in 2001, the EMC Information Leadership Award recognizes individuals who have the
insight and ability to harness the repositories of intelligence within their information technology systems
- and then use this knowledge to transform the way their businesses operate, create innovative products
and services, and advance our understanding of how the world works.
The EMC Leadership Award Nominating Committee:
Joe Forehand, Chairman, Accenture
John J. Garstka, Assistant Director, Concepts & Office of Force Transformation, The Pentagon
Douglas Greenburg, President & CEO, The Shoah Visual History Foundation
John Kerry, Senator, United States Senate
Geoffrey Moore, Managing Director, TCAG Advisors LLC
Kevin Rollins, President & CEO, Dell Computer
34
When information
comes together,
you inspire all of us.
Congratulations to the 2006 Computerworld Honors Program Laureates. You have
transformed information into a force for innovation, growth, and understanding.
Your accomplishments inspire us all—and prove that when information comes
together, the world wins.
Learn more about EMC at www.EMC.com
EMC 2, EMC, and where information lives are registered trademarks of EMC Corporation. © Copyright 2006 EMC Corporation. All rights reserved.
ORAL HISTORY EXCERPT
LINDA M. DILLMAN
LINDA DILLMAN
The following is excerpted from the transcript of a Video History
Interview with Linda M. Dillman, Executive Vice President, Risk
Management & Benefits Administration, Wal-Mart Stores, Inc.
The interview was conducted by Ron Milton, Chairman, Board of
Trustees, Computerworld Information Technology Awards Foundation on
April 14, 2006 at Wal-Mart Headquarters in Bentonville, Arkansas.
2006 LEADERSHIP
AWARD RECIPIENT
The Laureate: What were the challenges like the first few weeks and months after taking over as CIO of
Wal-Mart?
Dillman: Part of it is transitioning. In any organization it’s just transitioning from a peer to a leadership
position and then establishing that. I think it’s the same in any job, that first hundred days they talk
about, is really looking at the organization. I had the blessing of stepping into an organization that was
very well run. It was not broken, and I knew the organization very well - but how do you take the
organization and decide what are the areas you now want to take to the next level? How do you define
what your vision is going to be? And then it was just really establishing the relationships with our internal customer base. I had some external exposure. Not certainly as much as Kevin had. So I knew it’s
important for Wal-Mart’s CIO to be somebody that is an influencer in the technology world, that I
needed to start building those relationships. So I made a lot of phone calls, and got to get to know a lot
of people in that period of time.
The Laureate: You had the experience of development. You had the experience of international so you were
grounded well in understanding what business wanted, did that help you?
Dillman: Absolutely, and having the blessing of understanding the business, and I had fairly strong relationships with my internal customers in the business. There were a few that I didn’t, but I had worked closely with John Menzer in international, and I supported that. I had even worked with Lee Scott and some
of his team years ago in the Sam’s environment. I’m not above leveraging all those relationships. I think
they make you successful.
The Laureate: What do you think your greatest achievements have been as CIO of Wal-Mart?
Dillman: The team I have - I guess had - although I keep telling them I never leave a team behind. I just
always consider them mine. I have the most amazing team I think that anyone could ever be blessed
with. They have continued to take an organization whose top world-class, and make us better. You can
look at the things that we build for our business. You can look at the way the team operates. We had
99.997% availability across the enterprise in our systems. I have not found anybody to benchmark that
number against. And we do it with an amazingly efficient team. They are a top-notch team.
The Laureate: Wal-Mart is considered a fast mover in retail technology. Your tech budget is larger than
many businesses, what process do you use when you decide what to implement?
Dillman: Everyone speculates the size of our budget. I still think it’s much smaller than most of my peers in Wal-Mart style. And to be honest, in very few cases were we a significantly large customer of a tech-
38
nology provider. So I think our leverage came more from the way we worked with them, and the solutions we were able to build together, and what they could do with those as they went forward.
We’ve always decided how we were going to spend our technology budget based on what the business needs were first. We start with a problem or an initiative, and then we start figuring out what
technology is best suited. And we’ve been lucky to be able to work with great technology partners,
and in many cases, helped to create some of that technology that we needed to support the business. That zero-based budgeting, all focused on the business initiatives really allowed us to skip
some of the spikes, the valleys and peaks that occurred over the last 10 years, than other companies in terms of their budgeting and their process. We’ve been straight-line growth on our budget.
We manage it slightly less than the growth of the company, and every year we are able to add
value to the organization.
The Laureate: So this sounds like no technology implementation for technology’s sake. So tell us a little
about how that becomes a major factor in aligning IT and business?
Dillman: We don’t do any technology implementations for the sake of technology, and we don’t let our
team go off and start talking about blue-sky technology. All the discussion has to start with the business.
So whether it’s an infrastructure team, if it’s the people who support our data lines, and we’ve done a lot
of work in that space, they start with what the business requirements are.
If we needed to upgrade our communications in the store, our upgrades were because we were going to
support a digital business - downloading photos, and music and video, or whatever that might be, we
had to have a much bigger throughput bandwidth to the stores - it started with the business requirement. They are all too busy. They have too many things on their plate to have time to look at anything
that’s not going to solve one of those business problems.
The Laureate: One of the business problems that come up over time are things that are beyond our control,
things like what happened with Hurricane Charley. You learned something from that, and then you
implemented some technology that helped you when Katrina happened. Can you tell us about that?
Dillman: I can remember it as clear as if it had happened today, because we all happened to be at one of
these year beginning meetings when Charley hit. We had dealt with a lot of different storms and natural
disasters over the years. One of the things the company is very strong at is this sense of urgency, quick
response. To be honest, we man handled a lot of those. People will respond very quickly. You could put
a lot of resource on things and get it done.
I don’t know if you remember when Charley hit there was a major communication blackout that
occurred over a pretty wide area. We had a very large number of stores, and people, and more
importantly our associates; we had no idea of the status of those people and those facilities, and
couldn’t find out. We’re talking about more than 100 stores. I think that caught us all off guard.
We ended up having a lot of different teams all trying to figure this out. Wal-Mart’s style is,
everybody is empowered to go do it. So you had the IS folks. We had people on the ground. We
had our suppliers who had people in the area trying to find things out. You had our loss prevention groups, our replenishments groups, our operations groups, but there was no coordination of
effort. As we started trying to understand what the impact looked like, everybody had slightly different numbers on what they looked like. So we finally, in this convention center, built a little
Continued
39
mini emergency operations center. We installed screens, and we put in computers, and on the fly
built some real rudimentary systems to get everybody’s information together and start tracking it
so we could at least see what the reality looked like.
When we got through all that we said we couldn’t ever do that again. So we built tools that let the stores
and everybody associated with the stores tell us what their status is. They have places they can all in, and
if they can get to any kind of PC they can tell us, and all the information is collected together. During
Katrina it let us track individual associates. We knew every single associate if they were accounted for or
not. We slightly tweaked it to also start saying okay, where could you know about an associate? Well if
an associate used their discount card in another state, then we would know where they were. So we
started pulling in all of that information to account for people. We needed to have an easy way to see
what was really going on. It also freed all of the Wal-Mart people up from that business of doing the
tracking, to be able to focus on actually getting things done in the area that was affected. So it gave us
more resource to do that.
The Laureate: Tell us about the RFID initiative that so much has been printed about.
Dillman: When I started in this job I had heard a little bit about RFID. I had some reading, and I started
immediately getting questions from the executive team. So I went out and started doing my own
research. I looked at what was going on with the Auto-ID Lab. I talked to a lot of suppliers. I talked to
my business partners inside Wal-Mart, and really what we saw was that the technology had the potential
to really change retail in a significant way, and certainly our mind has not changed on that.
We saw that the work done by the Auto-ID Lab was very well done. It was research work, and as a
result there were lots of segmented initiatives, but there was no clear focus that everybody was agreeing
on that, this was the first step. There were lots of small trials going on in diverse areas, but not one single focus. We saw that the big technology players were watching. They were there, but they were really
on the sidelines. They weren’t investing. It was the small companies that were doing the research and
development. And it felt like to us, for that to become a reality in enterprise solution, we needed some
of those larger companies to get involved.
Then I heard from the suppliers was, “To be honest, we’re waiting for somebody to make the move.” I
had one very large supplier say, “You just need to tell us we have to do this.” Which, we tried not to do
in quite those words, but if you look back in retail technology, bar codes, whether it’s bar codes or EDI,
it happened when a group of retailers made that step.
So we sat down inside the company and said, “What is the right focus? Where do we know where we
can get a benefit today? And what is the request we are going to make of our suppliers?” And that’s
where we said, “Okay we’re going to tag cases and pallets, because we know the technology is not ready
for items, but we’ll get a benefit from seeing what’s happening to cases and pallets. And let’s talk to our
top 100 suppliers. They are companies that invest in technology. They are very savvy users. Most of
them are engaged in this somewhere”. And we said, “Let’s do it in about a year and a half.”
When we made the first announcement, I actually was another one of those probably being too
naïve. I had no idea it would get the reaction it did. We did it internally at a supplier summit first,
but then at a retail systems conference in Chicago. And they had to move the presentation to a larger room. It actually ended up standing room only and turning people away. And the next day it was
in all the magazines. I was totally caught off guard. I had no idea it would get the attention it did.
So we had to learn about okay, now what does that external communication look like? And you had
40
a lot of people who said, “Yes, this is absolutely the right thing to do.” Then you had a lot of people
who were going, “No, no, it’s too fast. It’s going to cost us.” And all of a sudden I had to deal with
politicians, or got to, I should say, deal with politicians, and privacy advocates and health care
groups, and I learned a lot.
The key thing that stuck through all of that was, by taking the step, by working closely with those top
100 suppliers, by working with the technology suppliers, and because we really, we stuck to the belief
that we started with, which was the technology was going to work, and our focus was right - it moved.
The Laureate: Are there lessons learned from being the leader in driving RFID and IT in retail to a new
position now?
Dillman: Whether I would have planned it this way, I think what happened in RFID actually played a role
in them asking me to move into this position, because in my new position, health care for Wal-Mart,
certainly benefits is always going to be something we focus on at Wal-Mart. Health care as a country, is
someplace where Wal-Mart wants to be very, very involved. And all of us technologists, and I like to
talk to a lot of CIOs about this already, believe that technology can play a very significant role in changing health care in the United States. Things that we as an industry, most of our industries, have done for
decades, so whether it’s bar codes or EDI, or you know, even some RF equipment, most of the health
care industry doesn’t have today. So I think that’s a role I’m going to play.
I also have sustainability, which is trying to help the environment. I said jokingly, “You want me to fix
health care in the United States, and the environment in the world. When I am done with that, what’s
next?” It’s huge!
Most of the exposure I got on our RFID was positive. This will be much tougher for me because people
are very polarized. It’s a very personal, emotional issue for people, but I think I am better prepared to go
listen, talk to people and see if we can’t start bring together groups who have common missions.
The Laureate: What do you see are your biggest successes as CIO at Wal-Mart as you now move on to
another position?
Dillman: Well I will always say the team, and I talked about that before. I think moving your team, taking a
great team and moving them, continuing to move them forward is something to be proud of, and that is
the legacy, that’s what going to take the division forward. The fact that they were selected by Information
Week as the “Team of the Year,” was a great accomplishment. I’m very proud of the team and what they
have done in RFID, the leadership role they played. We have also done some key things in other places in
technology in terms of some mobility solutions with suppliers, and that’s been very exciting.
The Laureate: How did you feel when you were named to the 50 most powerful women by Fortune?
Dillman: Actually this was my third year on the list. So the first year, I got the phone call from one of
our folks in corporate communications. I was actually at a condominium on a lake about 150 miles
form here. I was on vacation and got the call and it was another one of those, “You can’t tell anybody.” I was shocked. I couldn’t believe they would have selected me. When you look at the list of
women it’s, they are amazing women, all with very significant accomplishments. It’s very humbling to
even be anywhere near the list.
Continued
41
One of the most exciting events they have every year is when they have the conference for the
Fortune women, because you go into this environment and everyone you meet has had a major, significant accomplishment somewhere, and you just feel unworthy. But it’s amazing. It’s an amazing
experience. The thing that makes me most proud of being on that list is how it represents the company and my team. But I am representative of Wal-Mart women. I am not an isolated event. There
are a lot of very strong influential women at Wal-Mart and you are seeing more of them surface
every single day. We have all worked very hard to contribute to the success of this company, and to
earn every position we have.
The Laureate: At the Computerworld Honors June Gala this year, there will be hundreds in the audience.
They are going to see your acceptance speech, thank you for that. What advice can you give to those
folks in the audience that are IT management struggling with pitfalls in their quest to use information
technology to better our world?
Dillman: You know there is a philosophy I have. I recently read a Harvard study. It’s always nice when you
find a study that reinforces your personal belief. I guess if you look at enough studies you can always
find one that will do that. They were looking at CEOs who were successful, and really trying to determine if they were successful because they had better vision of what was going to happen in the future or
not. And as they looked at the CEOs who were very successful versus those who were not as successful,
actually what they found was that their vision was not better, but they were hugely optimistic. And
because they believed in their vision, they could inspire people to go accomplish it. So they didn’t really
necessarily see the future better. They created the future better.
The Laureate: So the key is seeing that goal ahead of them so they have time to innovate?
Dillman: That and it’s approaching everything with an attitude that it can be solved.
My team in ISD will cringe if they see this, but there’s a clip from the movie Apollo 13, I used to tell
them if I could just run it on a loop track in our building, I would. It’s a conference room scene, but it’s
where the astronauts are trapped on the other side of the moon. They’re in this pod, and they’ve got an
issue with an oxygen scrubber. They don’t have the right part that they need to be able to insert a new
oxygen scrubber. So this man pulls together a bunch of engineers in a conference room. He walks in
with a box and he throws the contents on the table and says, “We need to make this fit this, and we
have two hours.” And they did.
And the message I always give my folks is, if you had given that same group of engineers that problem in a
non-critical environment, it would have probably taken two years and millions of dollars to develop a solution, or they would have found that they couldn’t. But because they had no time to consider failure an
option, they wasted no energy on how hard it was or, can we do this. They focused everything they had on
creating a solution, and they knew somebody was going to die if they didn’t - they were successful.
If you can approach your own IT problems the same way, and even motivate your people part of the
time to only focus on how they are going to do something - not if they can - you will just accomplish
amazing things.
The Laureate: There are a lot of books and conversations about IT, but there’s little about IT leadership.
What does IT leadership mean to you?
42
Dillman: IT leadership, several things come to mind. The most significant factor in IT and what’s going to
happen always comes back to the people. So I think there’s a significant role all of us play in developing
the next generation. And certainly for the first time in a big way there’s a lot of bleed over between consumer technology and enterprise technology. So I think we’re influencing not just what’s going to happen in companies, but what’s going to happen in our homes. And the next generation has to be even
more focused and integrated with the business and lifestyle of their customer than we ever have been. So
I think that’s a key role.
Part of the leadership I think that most of us have to play too is helping refine the direction in the industry.
There are so many places that technology can occur, and it’s so easy to get sidetracked by the cool, fun stuff
that’s not going to make a difference anywhere but it’s just cool. I think that’s part of our leadership role.
The Laureate: Define leadership in general from Linda Dillman’s point of view. Is it learned, innate, both?
Dillman: I think it’s both. I used to believe that I could teach anybody to be a good leader. Now I think
there is a certain sense you have to have of other people, and then you can learn the rest. It’s not a book
learning though. It’s a learning by watching great examples, and having people walking you through the
experiences as they occur.
The Laureate: Another great leader, Jack Welch, in a recent book has said, “Leaders make sure that people
not only see the vision, they live and breathe it.” How do you feel about that statement?
Dillman: It’s so true. For those of us who aren’t patient by nature too I think it’s more difficult. I’m certainly not patient. Anyone who knows me will tell you that, but understanding the vision yourself is one
thing, but creating it and then articulating it in a way that the people in your team understand it, and
then repeating it over and over again, so that it sticks, so that it becomes their mission, their vision as
well as yours. And that they understand the whys behind it, not just - this is the mission - is really critical. It’s got to be consistent. You can’t have a new vision every six months. It’s got to be the same vision
for a sustained period of time.
The Laureate: Innovation has been so much of what you have done during your tenure here at Wal-Mart.
Tell us about your beliefs in what innovation is, the definition, the traits of an innovator, what it takes
to have more people be innovative.
Dillman: Wow, because I don’t know if I thought of myself as an innovator. I think it goes back to a couple
of things I already said but mainly problem solving. I like to believe that there’s not a puzzle I can’t
solve. So when you start with a business issue, and we’re doing this today as we’re looking at health care
by the way, you start if you will by inventorying all the things that you know about, or you have heard
about, or people that you know that might know things, and then you start collecting information and
participants to see if you can’t figure out how you take all these different pieces and put them together
into a new innovative solution.
As a leader, creating people that do that, the biggest thing is for them to believe they can actually innovate
and create something. So a lot of it is putting them in the situation, and just saying, “I know you can do
this, and I’m right here with you, but we’re going to do it, and we’re going to do it in X period of time.”
Once they have their first success, then most of them get the bug, and they love the process themselves.
Continued
43
The Laureate: Jon Swartz at Sun Microsystems said, “We’re entering an era in which people are participating rather than just receiving information…” Do you care to comment on that?
Dillman: It’s a great question and it’s something that I’m a huge believer in, especially in today’s environment. There is so much data and information that is available, that I think all of us as technologists have to focus on, and ensure that the delivery of the information is actionable. It’s something
we’ve done for a long time in the stores and not as well in other spaces. We built storage systems
and we wouldn’t let anybody put in a solution if they couldn’t define the exact action somebody
was going to take as a result of what they were going to deliver. I think the same thing is going to
have to be true, and again, we’re talking about consumer space, but as we flood business partners
and we flood consumers with all this information that’s available, it’s going to have to be condensed into things that actually make sense, that people need at the time they need them, and that
they can take action with.
The Laureate: Almost 20 years ago, Edward Demming had a rather strong statement, that it’s not necessary
to change, survival is not mandatory. How do you think that relates to the age we are in now, with
everything you have done, and where you are going in the future?
Dillman: I always tell people that I’m probably a bit of a change junkie. I love the new challenge. I love
learning something new. And I think for most people, once they get comfortable with change, the period when you are at your best, is when you are going through change, because all your senses are awakened. You’re thinking with parts of your brain you probably don’t use the rest of the time.
I think a lot of what limits the movement towards healthier lifestyles is lack of understanding and training. The lack of availability of information - the things that you and I can get to - there are huge numbers of Americans who can’t, on a regular basis. And we all have the opportunity to impact that in our
own way. So if I can, this is almost a call to arms to the audience, right? We can all make a difference in
this space. And the same things in terms of giving doctors and nurses and the people in facilities better
information, better tools, so they can spend more of their time taking care of patients, and less of their
time dealing with paperwork and records and tracking things down.
So, certainly in health care, in sustainability, technology again is going to help educate people. New technology is actually bringing us the solutions to some of our environmental issues. So whether it’s alternative
fuel sources - whatever those might be - again, technology is what is going to take us to the next level.
The Laureate: Your passion for your position in information technology is obvious, and your passion for
your new position already is - so Linda Dillman will have a legacy from both these positions and your
career - how do you want to be remembered?
Dillman: How do I want to be remembered? I would like to be remembered I think by what you just said as somebody who had a passion about these areas, and was able to apply that passion in a way that
made a difference.
But we’re seeing this in a broader perspective - and I’ll probably start getting philosophical on you so
you can stop me when you want - if we look at the concerns we have in our country, even if we look
about what’s happening with jobs moving, change is what this is all about. There is such opportunity
for us to take a leadership role certainly in technology, and a lot of knowledge workspaces. That is going
to require as a country that we embrace that change. We can’t hold onto the way we used to work. And
the same thing is true about individuals.
The Laureate: So do you think that the issues and the challenges ahead are technological, or are they sociological?
Dillman: I believe they are primarily sociological, and the nice thing about the technology field is so many
of the key people are very involved and committed to key issues. They are not just about selling technology, and I think that’s why you see so many of our leaders involved in education, and involved in
creativity and innovation and teaching people in the United States how to do those things.
The Laureate: So especially now with the position you are going to and what you are coming from, what
are your hopes for humankind? What do you think this IT revolution, which you have spent so much
time in now, can achieve as you go forward in your new position?
Dillman: Especially in this new role, and I have two big buckets. The first is the one we call health care.
And I learned just in the last few days by the way, that my benefits and health care role include this area
we call health and wellness, which is not about how do we pay for your doctor’s visit, it’s about how do
we help our associates have healthier lives, which is huge. And then there is sustainability, which is
about the environment. I think technology can have a big, big impact on both of those.
44
45
THE MORGAN STANLEY LEADERSHIP
AWARD FOR GLOBAL COMMERCE
H ECTOR DE J. RUIZ , P H .D.
Chairman & Chief Executive Officer, Advanced Micro Devices
“You cannot have innovation without having competition, and I mean healthy competition.
If you have two universities that are trying to become the best at decoding the human genome,
what makes one try harder is the competition with the other one. Everybody wants to get there first.
And I think good leaders can create an environment in which healthy competition can occur.
That is always good for the market, for the consumer, for the customer.”
Hector de J. Ruiz, Ph.D., Oral History
Hector Ruiz is Chairman of the Board and Chief Executive Officer of Advanced Micro Devices, Inc. Dr.
Ruiz joined AMD in January 2000 as President and Chief Operating Officer. He was named CEO in
2002, and Chairman in 2004.
Previously, Dr. Ruiz served as President of Motorola’s Semiconductor Products Sector. In his 22-year
career with the technology firm, Dr. Ruiz held a variety of executive positions in the United States and
overseas. He also worked at Texas Instruments, where he was part of the team that created the first single-chip calculator.
Born in Piedras Negras, Mexico, Dr. Ruiz earned Bachelor’s and Master’s degrees in Electrical
Engineering from the University of Texas, Austin. He earned his Doctorate in Electronics from Rice
University in 1973.
Dr. Ruiz is passionate about the role of technology in educating and empowering the underprivileged. At
the 2004 World Economic Forum in Davos, he announced AMD’s 50 X 15 Initiative, a commitment to
empower 50% of the world’s population with basic Internet access by the year 2015.
Dr. Ruiz currently serves on the National Security Telecommunications Advisory Committee (NSTAC),
the Eastman Kodak Company Board of Directors, the advisory board for the Tsinghua School of
Economics and Management (TSEM), and the Board of Directors for the Semiconductor Industry
Association (SIA).
Established in 1999, The Morgan Stanley Leadership Award for Global Commerce recognizes individuals
whose personal leadership has made a critical contribution to the effective use of information technology
throughout the world.
The Morgan Stanley Leadership Award Nominating Committee:
Cristobal I. Conde, President & CEO, SunGard
Fred Matteson, Managing Partner, Counterpoint Advisors
Douglas W. McCormick, Chairman & CEO, iVillage.com
Dan Morrow, Co-Founder & Principal. Jamestown Exploration Company
Stratton Sclavos, Chairman, President & CEO, VeriSign Inc.
Steven L. Sheinheit, Executive Vice President & CIO, MetLife
Jon Shirley, Board Director, Microsoft
Matthew J. Szulik, Chairman, CEO & President, Red Hat
46
• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
As an Information Technology leader, Morgan Stanley
Morgan Stanley congratulates the winner of
recognizes the importance of innovation and excellence
this year’s Information Technology Leadership Award
and is proud to sponsor the
for Global Commerce
Hector de J. Ruiz, Ph.D.
Chairman & Chief Executive Ofﬁcer, Advanced Micro Devices
Leadership Award for
Global Commerce
Morgan Stanley congratulates our Computerworld Innovation Award
Nominees for the acceptance of their works into the
Worldwide Archives of the Computerworld Honors Foundation.
and the
Computerworld Honors Laureate Medal
Recipients for Technology Innovation
Axiom Software Laboratories, Inc.
Perceptive Software, Inc.
Constant Contact
PKWARE, Inc.
Core Security Technologies
Sirius Satellite Radio, Inc.
DemandTec, Inc.
UPEK, Inc.
Freightquote.com
Webroot Software, Inc.
Salesforce.com
VMware, Inc.
Savi Technology
HECTOR DE J. RUIZ, PH.D.
HECTOR DE J. RUIZ
The following is excerpted from the transcript of a Video History
Interview with Hector de J. Ruiz, Chairman and Chief Executive Officer
of Advanced Micro Devices.
The interview was conducted by Ron Milton, Chairman, Board of
Trustees, Computerworld Information Technology Awards Foundation on
March 20, 2006 at the AMD Headquarters in Austin, Texas.
2006 LEADERSHIP
AWARD RECIPIENT
The Laureate: The result of your early schooling was a full scholarship to the University of Texas at Austin.
Why did you decide to study electrical engineering when you had a passion for cars?
Ruiz: That’s a good question because I really came to the University thinking I was going to end up being a
mechanical engineer. But as often happens I took a few classes, a few professors got know me, and pretty quickly I began to realize that I also had a passion for electronics. I got fascinated by the technology
changes that were occurring at the time.
Back in the 1960s there were a lot of things occurring. Tubes were beginning to disappear. I don’t
know how many people know what a tube is (laughter), but tubes were beginning to disappear. Solidstate was just beginning to come into the picture. There were a lot of really interesting things happening, and I just became fascinated by the electronic side of engineering field. I got attracted to it, and
ended up doing that. I still pursue the automotive on the side. It became my hobby.
The Laureate: You went on with your electronics studies to get your Ph.D. in quantum electronics and
solid-state lasers from Rice University. Tell us why you went that next step.
Ruiz: When I graduated from the University of Texas, as all students do, I was faced with the decision,
what do you want to do? Did I want to get a job? Did I want to stay in school? It became very clear
after a while that I really wanted to stay in school. I wanted to pursue further studies. Again, I was
fascinated by the changes in technology that were occurring. I had read about the invention of the
laser, and part of my degree at the University of Texas had to do with thermonuclear fusion, and so I
thought, well maybe you could use a laser to be able to begin the process of a thermonuclear fusion.
So I thought I found a way to connect laser technology with my undergraduate work. Then in doing
some work I found out that Rice University had started a very aggressive program in quantum electronics and lasers. I went there, had an interesting interview with a professor who liked me, and I
ended up going to school there.
The Laureate: Tell us about your various experiences during your career at Texas Instruments. You joined
them in 1972 while you were still in school and worked on the team that developed the first single chip
calculator.
Ruiz: Back in the early 1970s those familiar with the electronics industry would remember Texas
Instruments as being the premier technology company in the world. It was a dream to be able to work
at Texas Instruments.
My studies ended in 1972, but my official degree wasn’t granted until 1973. Rice is one of those
schools that only give degrees once a year, so you had to wait until you get to the year.
One of the things though that was fascinating to me was to be able to work at Texas Instruments,
but if you also are familiar with the history of technology, you know that in the early 1970s the
space program ended, and all of a sudden you had all these Ph.D.s floating around without a job. I
remember many of my classmates driving 18-wheelers and flipping hamburgers. So to me to think
that I could get a job at TI was unthinkable. But, being the stubborn little kid that I grew up
being, I decided to contact the director of the lab who was a Rice graduate. I remember appealing
to him saying, “Look, I know it is hard to get jobs right now, but I am a Rice graduate. I went to
the school you went to, and you have to give me a chance. I have to prove it to you.” So he invited
me for an interview, and I went, got interviewed, got offered a job, and I ended up in the corporate
research labs of Texas Instruments.
The Laureate: You were at Motorola for over 20 years, and in 1997, you took over the struggling semiconductor product sector. You turned that around in two years. How did you do that?
Ruiz: Well, it is sometimes difficult for me to say that I turned it around. There are an awful lot of people
that worked very hard, and some of them still questioned whether I turned it around or not because
those were very difficult times. But as it happens some times, the organization had been bloated. I had
too many factories, too many people, and unfortunately one of the first things I had to do was to recognize that we had 21 factories, but Motorola only needed 14. We had to eliminate 7.
We had to do all those things, and in doing so we were able to significantly improve the efficiency of
the organization. It really was an awful thing to do, and a very difficult thing to do, but what came
out of it was an organization that was much leaner, much stronger. And they surprised themselves,
frankly, that in two years they were able to be profitable at the same level of sales, because they were
losing a lot of money before. Now they were a much more efficient organization. So I think the
team as a whole learned a tremendous amount from that. And I believe that it was one of those
things that you had to do.
The Laureate: Dr. Ruiz, why did you join AMD? And describe your first impression of founder Jerry
Sanders. That must have convinced you to leave Motorola despite their offers of more money and
power.
Ruiz: AMD and Motorola had a joint development program, which allowed me to get to know Jerry
Sanders reasonably well. No one that knows Jerry Sanders will ever describe him any other way than as
an incredibly smart man, very passionate about what he did. Certainly he is flamboyant, and certainly
he is quite different from my style, but there is no question but that he was a man that wanted AMD to
be a successful company. During the two-year period of joint development he began to hint to me that
he did not have a successor for himself, and wanted to know how I would feel about joining the company to become his successor. I have to say that in the beginning it was not something that sounded
appealing because Motorola is a successful company and I was happy there. But as I started thinking
about it, it became pretty clear that my whole life was nothing but a life of forks in the road. I was willing to take risks, and I was happy at the way things had turned out. So my wife and I had a long discussion. “Why wouldn’t I want to do that? Why wouldn’t I do it?” With her help I ended up concluding that it made an awful lot of sense to try it. Can you imagine an industry where your competitor is
only one, and it’s Intel? That in itself almost makes it impossible to say no.
Continued
50
51
ORAL HISTORY EXCERPTS
The Laureate: What was the AMD culture like when you joined them?
Ruiz: One of the things about the AMD culture I thought was so positive was first of all it has a real spirit
of being indomitable. It didn’t matter how bad things were, you could come out of it and fight; people
wouldn’t give up. They would overcome some of the most challenging obstacles I have seen people do.
So there was this very contagious spirit of winning, of wanting to win. I thought that was a legacy
Sanders created and left, and I felt that was great, and I would do everything I could to protect that.
At the same time it also reminded me of watching 6-year-olds play soccer. They are full of enthusiasm,
and they will kick the ball every chance they get, but sometimes it’s not in the right direction. So you
have to teach them the rules, teach them how to play. So one of the things that I thought was a lot of
fun for me to do is to try to put some discipline in place, to direct this energy and this enthusiasm, and
this commitment that people had a little better. And I think the result has been the next phase of
AMD, which I believe is one of AMD becoming a more respected and reputable company, as they
deserve to be because people have worked hard on it.
The Laureate: You have been compared to Mr. Spock for your ability to memorize and comprehend information. Describe your management style in the context of that ability.
Ruiz: You know it’s another one of those things that you get stuck with and you really don’t quite understand why that is. I have learned the skill throughout my career, I don’t know how I picked it up, but I
have learned that I can truly put out of my mind any information that is not relevant, that I don’t think
will have use for in the future. But I do try to keep that information that is important. Therefore I
don’t clutter my brain with some much stuff that perhaps other people allow in. So it’s easier for me to
remember things because that is all I choose to remember. It’s just that I am able to weed through all of
this stuff and only remember what is important.
Now, it does cause me a problem because there are things that you know, my wife thinks are important
that I never can remember (laughter), but it is certainly what has led people to think of me like that.
The Laureate: You and Jerry Sanders are very different personalities as you mentioned earlier. When you
came to AMD, what were your first priorities?
Ruiz: Without a question it was how do we get this group of enthusiastic employees to just begin to play
with an orchestrated game plan and a set of rules that make sense. There was no need for me to focus on
the things that they already did well. They had excellent technology, excellent designers, and contrary to
popular opinion, they had excellent manufacturing. What I did notice is that there was not a game plan.
So the key was, how do we put a game plan together that is a winning strategy, that they can win with?
I use the analogy of football. A lot of people hate sports analogies, but I remember when I was a student at
the University of Texas that Darryl Royal, who used to be a coach when I went there, had three running
backs that were world class. Most teams don’t need three running backs, but he wanted to develop the
strategy that took advantage of that. That’s when he came up with the famous wishbone formation, that
people may or may not remember, but it used three running backs at one time. So I tell people, “Look I
inherited a company that has outstanding manufacturing, technology, and designers.” But we were going
to have to figure out how to put a strategy around some of the things it didn’t have that minimized their
impact while optimizing the things they did well. I think over time we were able to do that. It strengthened those things that were weaker, and I think we are a much better company today as a result of that.
The Laureate: Shortly after you arrived at AMD the dot-com bubble burst, and that coincided with some
production issues that delayed the K6 microprocessors. Describe that in the context of early challenges.
Ruiz: I joined AMD in January of 2000, which is probably the peak of the bubble. AMD had just introduced a new generation of product called the K7 Athlon. The K6 had already begun to wither out. So
I really wasn’t here during the times when the K6 challenges were at their peak. But admittedly, not
long after that, the bubble burst and here was a company with a very good product, and a very difficult
business environment.
If I remember correctly, people look at 2001 as the worst year in the semiconductor industry in terms of
gravity of loss and all the things that happened. Those were challenging times, and I think the thing
that I was able to draw upon was all my experience in the past of not panicking, being able to get the
team to focus - to say, these are times when great companies are born, really at times like this. We put a
plan together back in those days that we made public to everybody. We had three phases. Phase one
was survival. Phase two was the introduction of Opteron. And phase three was to gain the enterprise
participation of our product. We were able to execute to that, and when I look back I think that was a
very important key.
The Laureate: In those difficult economic times for the industry you had to make some tough decisions
to lay off employees, and revenues were falling, and yet you continued AMD’s investment in R&D,
why was that?
Ruiz: In our industry in particular, and in our segment in microprocessors in particular, it’s all about technology. It’s being able to either create a differentiated solution that appeals to a customer, or a leading
edge solution that is better, faster, but it’s all about technology.
I figured if we were here to be in the long run, that was the one area that we really couldn’t cut back. It
was one of those decisions that I felt was critical for the future of the company to not cut back.
The Laureate: At what time did you know that AMD was turning around? And tell us about the successes
of AMD over the past four years.
Ruiz: You know it’s interesting because there’s this milepost on the highway that you begin to recognize
later. I would say that the most critical milepost that began to tell me that I we’re going to be able to
make something significant out of this technology is when IBM chose to use our product. When you
have a company of the caliber of IBM that stands up and says we’re going to use AMD product - that
was very strong, very powerful. It didn’t come easy. There was a lot of hard work. A lot of people
worked hard at it. But if you had to pick one company that had a name capable of signaling to the
world that the technology that we had was good, it’s hard to think of anyone better than IBM.
The Laureate: Define leadership from Hector Ruiz’s point of view, in terms of traits, qualities, risks and rewards.
Ruiz: Well at the top of the list has to be integrity. I don’t see how you can lead without integrity. It has
nothing to do with the Enrons of the world and all that, I just think it’s important that you have
integrity so that employees and customers trust you, and they know you will always tell them the truth.
I think it’s important to not shy away from being truthful. I think unfortunately today too often CEOs
get interviewed and they get asked a question and the answer they give is almost like a politician, you
can’t tell what the answer is. So I tell my people and our lawyers to train me so that I can answer the
question. Don’t train me not to answer the question, because I think it’s important to be truthful.
Continued
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I think it’s critical to be able to identify the core competencies people have, what are the things that
people do well, and be able to place them. Jim Collin’s book, “From Good to Great” is has a great anecdote. Basically it says to get the right people on the bus is a good thing to do, but it’s even better to get
them in the right seat. And I think that’s the key to being a leader, is to be able to get the right people
on the bus, and on the right seat so that they can ride the bus. I’m a big believer of Gandhi’s philosophy that if you do all that, all you have to do to be a leader is follow your people. That actually is a lot
of fun to do. The rewards frankly are not financial. The rewards are really being able to see a number
of people achieve their goals and objectives, shareholders included, and it’s a lot of fun.
The Laureate: Is leadership learned, innate, or both?
Ruiz: That’s the eternal, philosophical question and over one’s career you flip back and forth a lot. As you
get older you begin to coast into an opinion. I have to say that most of the core traits of a leader are
somehow in the DNA of that person. That DNA is of course what that person experiences and
achieves over time. So the cumulative experience that one has from the time you are born to the time
you become a teenager is probably more significant that anything else can happen after that. So it’s that
sense, you could say that you are almost born with it, but it’s those first 15 years of your life that really
kind of determine whether you’re going to be able to lead or not. Beyond that, I think you can learn to
modify behavior. You can learn to do certain things, but I’m not so sure you can learn those things you
missed in the first 15 years.
The Laureate: What experiences in the first 15 years of your life led you to be a leader?
Ruiz: It seems to me that people in general look for leadership. They yearn for leadership. So when I was
in school I found that my classmates seemed to look to me for help in leading a game or whatever it
was. So I learned that as a young person.
My parents played a big role in that. The idea of being a compassionate leader came from my parents.
My parents were very forgiving people. Whereas people would rush to judgment when somebody
would do something wrong, my parents would always say, “Step back and look at it. Is that person really totally responsible for what happened?” It made me think a lot as a young person, about those
things. So I would attribute a lot of the learning to my parents. They were teachers, growing up, that
would use experiences in life to teach. I was fortunate to have had those. As I make decisions today, I
look back often to some of the things that happened to me as a young person.
The Laureate: Jack Welch in a recent book said that, “Leaders make sure people not only see the vision,
they live and breathe it.” How do you feel about that statement?
Ruiz: I think that’s pretty accurate. I often run into people who don’t believe that being passionate about
their job is important. And I think that they are wrong. I really believe that you have to breathe, to
live it, be passionate about it. And I think one of the things that AMD had in its culture and I was just
fortunate enough to come in and exploit is, a propensity to want to be passionate about winning. So
when we talk about what we’re trying to do at AMD it is not make money. We’re trying to change the
world in a computer sense. And everybody wants to be a part of that.
Everybody feels that we have a chance of breaking a monopoly that has been in our view, harmful to
consumers and customers, and people are really passionate about that, and they breathe and live it. So I
think he’s right. I believe that.
The Laureate: Define innovation for us in terms of where you think it comes from - traits, qualities of
innovators that you respect and admire.
Ruiz: Well, innovation in general comes from competition. You cannot have innovation without having
competition, and I mean healthy competition. If you have two universities that are trying to become
the best at decoding the human genome, what makes one try harder is the competition with the other
one. Everybody wants to get there first. The people that want to discover the vaccine for AIDS is the
competition to see who gets there first. So to me competition is critical to innovation, and I think what
makes healthy competition so good is having good leaders. And I think good leaders can create an environment in which healthy competition can occur. That is always good for the market, for the consumer, for the customer.
And when I say leaders I mean that in the sense of not just business leaders, but political leaders. I
think that the new rounds of trade negotiations going on to open the world more, the desire for countries to join WTO, the efforts that we’re trying to put forth for free trade, all of those things will eventually lead to better and healthier competition, which in turn will lead to better innovation. So I think at
the root of healthy innovation is healthy competition.
The Laureate: Jon Swartz at Sun Microsystems said that we’re entering an era in which people are participating rather than just receiving information. How do you feel about that comment?
Ruiz: I would agree with that because with technology today people are able to truly maneuver through
information in a way that makes it interactive and productive. They learn a lot by just getting where
they need to be, versus just looking up something in a dictionary. It’s going to get even better as people
are able to eliminate things like junk mail, ridiculous pop-ups and those things. But as all things will
improve and get better, the ability of people to be so efficient at maneuvering through the information
environment out there is going to be phenomenal. And that’s going to be able to occur any time, any
where, by using technology that is portable, broadband, wireless, by being able to have it pretty much
be whenever you want it, the way you want it, when you want it. I think we’re not that far from being
able to meet that space.
The Laureate: There is a lot written about information technology, but there is little written about IT leadership itself. What does IT leadership mean to you, in the context of the CIO?
Ruiz: What I hope is occurring is a transformation of leadership in the CIO community, that is taking it
from the old view of the CIO community and the IT community being more focused on transactional
productivity. By that I mean being able to make computer transactions occur at low cost, to truly being
able to be relevant use of the information, and be able to focus on what’s important and relevant.
An example for that is today’s procurement of clients in the enterprise by IT professionals. It’s truly a
transactional thing - you bid it out, whoever gives you the lowest price tends to get the bid. No one yet
has thought to step back and think heavily that we’ve been doing client enterprise IT work for the same
way for 20 years. Shouldn’t we step back and rethink it? I think a few people have begun to do that,
and I am excited about it because I think it’s going to revolutionize how IT is done in the enterprise.
But that’s what leadership in the IT world means to me, to be able to be willing to stick your neck out
and not say, “Well I’ll buy IBM because it’s safe, or if it’s got an Intel processor inside. That’s the way
we have done it for 20 years why change?” We need to have IT professionals start thinking, ‘What
could dramatically change in my enterprise?’ And I mean dramatic changes.
Continued
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It is believed frankly, that if we could re-architect the client the enterprise could save up to 80% of
the cost that they have today. I’ve seen spots of brilliance around the industry occurring. I hope
those things become more pervasive because I think it’s time to do that. They can then extend that
to other fields. So to answer your question, IT leadership is being able to really think, “Am I
changing the rules of the game, or am I just focused on a very linear view of where the world has
been for many years?”
The Laureate: What are your hopes for mankind, for humankind, for what this IT revolution can achieve?
Ruiz: My hopes in that sense are pretty lofty. I believe technology, particularly the IT side of the house, has
the capability of bringing to people knowledge and education that might be difficult to be brought to
them in any other way. I think ignorance is one of the biggest culprits of many of our problems. So I
believe that fanaticism in all forms is a result of ignorance. So if connectivity and IT technology can
help alleviate that, I think that would make humanity that can hopefully that can blend on peaceful
terms with itself.
The Laureate: So in terms of hopes for mankind, what are the greatest obstacles ahead, do you see them as
technical or social?
Ruiz: Definitely not technical. I believe technology is not getting in the way of getting things done. Social
may not be as accurate as perhaps political, but I think that the conviction, commitment, to be able to
do thing and get things done, and on the part of leaders and politicians could make a huge impact.
Technology actually today is far ahead from really where people would need to be for people to be able
to solve many of those problems.
The Laureate: How would you like to be remembered in this IT revolution?
Ruiz: That’s always tough. I hope people know that I had more interest in them feeling good about themselves than I did on anything else. People ask me today what’s the biggest thrill I get from AMD - it’s
doing better today than we have in quite some time, and I say, it’s to stand at the door and watch the
people walk out with a smile on their face. I think that’s what I would like - to be remembered as
somebody who really got a kick out of that.
But beyond that, on more pragmatic terms, I believe that technology today could alleviate so
many of the challenges we have - healthcare for example, in this country. I believe that IT technology alone could make a huge impact on the cost of health care. And the proof of that is in
the Homeland Security challenges. When you look at how terrible, and how awful it has been
for the FBI, the CIA, and all the surveillance organizations to be able to share information,
coordinate it and all that, even today after four years of trying, because there is not an IT strategy for these organizations.
So I believe the same thing on health care. Imagine being able to walk into a physical exam
where the doctor knows everything you have ever done in your life, everything that has happened to you. He doesn’t have to call anybody because you have a chip with you, or something
that has got every single thing that you have ever done. Think of the impact that would have.
The fact that if you went from one hospital to another, you don’t have to fill out the same
forms, you could just go on and on and on. So I think that my view is a humanity where a lot
of the problems that seems so difficult today could be actually mitigated significantly, and also, a
humanity who could eliminate ignorance just by being knowledgeable about what’s going on,
and knowing the truth.
There’s a very famous book that says, “You shall know the truth and the truth will make you free.” I
truly believe that the ignorance in perhaps some of the places in Alabama, as well as the Middle East
could be done away with access to information and to technology, and that could then lead hopefully to
more peaceful people.
56
57
LEADERSHIP AWARD RECIPIENTS
1990 - 2005
2005
MATTHEW J. SZULIK, Chairman, Chief Executive
Officer & President, Red Hat
CARLY FIORINA, President & Chief Executive
Officer, Hewlett-Packard
1998
J. CRAIG VENTER, President and Chairman,
The Institute for Geonomic Research
Cap Gemini Ernst & Young Leadership Award for Global
Integration
SCOTT ECKERT, Dell
EMC Information Leadership Award
MAX HOPPER, Principal, Max D. Hopper Associates
Technology Solutions Company/Relationship Revolution 21st
Century Pioneer Award
The Morgan Stanley Leadership Award for Global Commerce
RALPH SZYGENDA, Group Vice President & Chief
Information Officer, General Motors
The EMC Information Leadership Award
2004
JOSEPH M. TUCCI, President and Chief
Operating Officer, EMC Corporation
Morgan Stanley Leadership Award for Global Commerce
JOHN HAMMERGREN, Chairman and Chief
Executive Officer, McKesson Corporation
Integration
KENNETH D. LEWIS, Chief Executive Officer,
Bank of America
J.D. Edwards Leadership Award for Collaborative Innovation
2002
GORDON MOORE, Chairman Emeritus, Intel
JAY W. FORRESTER, Sloan School of Management,
MIT
PricewaterhouseCoopers Award for Lifetime Achievement
CRAIG CONWAY, President & Chief Executive
Officer, PeopleSoft, Inc.
ANN VESPERMAN OLSON, Vice President,
Customer Service, Lands’ End
ALBERT GORE, JR., Vice President,
United States of America
Integration
eLoyalty Award for Leadership in the Relationship Revolution
Toshiba America Leadership Award for Education
EDWARD C. JOHNSON 3D, Chairman of the
Board and Chief Executive Officer, Fidelity Investments
1999
EMC Information Leadership Award
VINTON G. CERF, SR., Vice President of Internet
Architecture & Technology, MCI
J. D. Edwards Leadership Award for Collaborative Innovation
STEVE BALMER, Chief Executive Officer, Microsoft
Corporation
The EMC Information Leadership Award
2003
JOE FOREHAND, Chairman and Chief Executive
Officer, Accenture
PAUL OTELLINI, President and Chief Operating
Officer, Intel Corporation
JEFF HAWKINS, Co-Founder, Chairman and Chief
Product Officer, Handspring
TIM BERNERS-LEE, Chair, MIT Laboratory for
Computer Science, Director, W3C
MCI WorldCom Leadership Award for Innovation
JOHN CHAMBERS, Chief Executive Officer,
Cisco Systems
Integration
ROBERT METCALFE, Founder, 3COM
JOHN A. POPLE, Northwestern University
Silicon Graphics Inc. Leadership Award for Breakthrough Science
MICHAEL DELL, Chairman & Chief Executive
Officer, Dell Computer Corporation
JOHN GAGE, Director, Science Office,
Sun Microsystems
Toshiba America Leadership Award for Education
1997
ANDREW GROVE, Former Chairman and Chief
Executive Officer, Intel Corporation
Price Waterhouse Leadership Award for Lifetime Achievement
FREDERICK HAUSHEER, Founder, Chairman and
Chief Executive Officer, BioNumerik Pharmaceuticals, Inc.
Integration
IRWIN MARK JACOBS, Chairman and Chief
Executive Officer, Qualcomm Inc.
RAY LANE, General Partner, Kleiner, Perkins,
Caulfield & Byers
Integration
TIM BERNERS-LEE, Inventor of the World Wide
Web and Director, WWW Consortium, MIT
BILL JOY, Chief Scientist & Co-Founder,
Sun Microsystems
MCI Leadership Award for Innovation
STRATTON SCLAVOS, Chief Executive Officer,
VeriSign Inc.
Silicon Graphics/Cray Leadership Award for Breakthrough Science
SEYMOUR PAPERT, LEGO Professor of Learning
Research, MIT Media Lab
NEC Leadership Award for Education
CRAIG BARRETT, Chief Executive Officer,
Intel Corporation
HASSO PLATTNER, Co-founder, SAP AG
Integration
LINUS TORVALDS, Software Engineer,
Transmeta Corporation, and Creator of Linux
Integration
58
2001
ANDREAS BECHTOLSHIEM, Vice President of
Gigabit Switching Group, Cisco Systems
SCOTT MCNEALY, Chairman & Chief Executive
Officer, Sun Microsystems, Inc.
2000
Ernst & Young Leadership Award for Global Integration
BILL BASS, Senior Vice President,
e-Commerce & International, Lands’ End
eLoyalty Award for Leadership in the Relationship Revolution
STEVE CASE, Chairman, AOL Time Warner
59
LEADERSHIP AWARD RECIPIENTS
1990 - 2005
1996
1994
1992
1990
GASTON CAPERTON, Former Governor of the
State of West Virginia
SEYMOUR CRAY, Founder, Cray Research
KENNETH H. OLSEN, Founder, Digital Equipment
Corporation
H. ROSS PEROT, Founder, EDS
Zenith Data Systems Leadership Award for Education
VINTON CERF, Senior Vice President of Internet
Architecture and Engineering, MCI
LAWRENCE J. ELLISON, Co-founder, Chairman
and Chief Executive Officer, Oracle Corporation
SAIC Leadership Award for Global Integration
DAVID EVANS, Founder, Evans and Sutherland
DOUGLAS ENGLEBART, President, Bootstrap
Institute, Stanford University
ROBERT KAHN, Founder and President,
Corporation for National Research Initiatives
DAVID MCQUEEN, Professor, Courant Institute of
Mathematical Sciences, New York University
Cray Research Leadership Award for Breakthrough Science
JOHN MCDONALD, Chairman, Department of
Anesthesiology, Ohio State University
INABETH MILLER, Vice President of Affiliate
Programs, Curriculum Television Corporation
Computerworld Smithsonian/C.E. Stone Foundation Leadership
Award for Education
DON STREDNEY, Senior Research Scientist, Ohio
State University
IVAN SUTHERLAND, Founder, Evans and Sutherland
CHARLES PESKIN, Professor, Courant Institute
of Mathematical Sciences, New York University
MARC ANDREESEN, Co-founder, Netscape
Communications Corporation
C. GORDON BELL, Minicomputer Developer
WILLIAM R. HEWLETT, Co-founder,
Hewlett-Packard Company
J. ANDREW MCCAMMON, Pioneer in Theoretical
and Computational Chemistry, University of San Diego
DAVID PACKARD, Co-founder,
Hewlett-Packard Company
LINDA ROBERTS, Director, Office of Educational
Technology, U.S. Department of Education
Zenith Data Systems Leadership Award for Education
60
RONALD K. THORNTON, Director of the Center
for Science and Mathematics Teaching, Tufts University
ROBERT TINKER, Developer of the Technical
Education Research Center
Siemen’s Leadership Award for Education
Computerworld Smithsonian Leadership Award for Education
THOMAS J. WATSON, JR., Chairman, IBM
Corporation
Price Waterhouse Award for Lifetime Achievement
1991
ERICH BLOCH, Distinguished Fellow,
Council on Competitiveness
GAIL MORSE, Christa McAuliffe Educator and
Science Teacher, Zebulon Middle School
Siemen’s Leadership Award for Education
1995
1993
ROBERT N. NOYCE, Co-founder, Fairchild and
Intel Corporation
SHARON MCCOY BELL, Director of the
Information Technology Department, New Orleans
Public School System
Computerworld Smithsonian Leadership Award for Education
ROBERT CHERVIN, Naval Postgraduate School
WILLIAM H. GATES, Chairman and Chief
Executive Officer, Microsoft Corporation
Price Waterhouse Award for Lifetime Achievement
R.E. TURNER, Founding Chairman and President,
Turner Broadcasting System, Inc.
ALBERT SEMTNER, National Center for
Atmospheric Research
GORDON E. MOORE, Chairman of the Board,
Intel Corporation
61
T H E 21 S T C E N T U RY
A C H I E V E M E N T AWA R D S
THE COMPUTERWORLD
HONORS PROGRAM
THE 2006 21ST CENTURY
ACHIEVEMENT AWARD RECIPIENTS
In April of 2006, thirty three CIO-level distinguished judges on ten
panels — one panel for each of 10 industry categories — completed
their review of the case studies submitted by the Computerworld
Honors Program’s Laureates for the Class of 2006. Based on this review,
they named 50 Finalists as guests of honor at ceremonies at the Andrew
W. Mellon Auditorium in Washington, DC, on June 5, 2006.
At these ceremonies, the Computerworld Honors Program is proud
to announce that following 10 Finalists are recipients of the program’s
top honor to organizations: The Computerworld Honors Program’s
21st Century Achievement Award.
BUSINESS & RELATED SERVICES
MANUFACTURING
BellSouth Corporation
Ethicon Endo-Surgery, Inc.
for BellSouth Amber Alert Field
Notification
Nominated by Capgemini
for Enterprise Data Warehouse
Nominated by Deloitte
EDUCATION & ACADEMIA
NZZ Neue Zürcher Zeitung AG
Columbia University School
of Nursing
MEDIA, ARTS & ENTERTAINMENT
for Archive 1780
Nominated by EMC
for Nurse Practitioner PDAs
Nominated by Sybase
MEDICINE
ENVIRONMENT, ENERGY
& AGRICULTURE
for ORview Perioperative System
Nominated by IBM
U.S. Green Building Council
(USGBC)
for USGBC Boosts Green Building with
LEED Online Certification Process
Nominated by Adobe
FINANCE, INSURANCE & REAL ESTATE
Chicago Stock Exchange
for Grid Project
Nominated by Oracle
GOVERNMENT & NON-PROFIT
ORGANIZATIONS
Duke University Health System
SCIENCE
for Cancer Biomedical Informatics Grid,
or caBIG™
Nominated by Booz Allen Hamilton Inc.
TRANSPORTATION
Zipcar
for Car Sharing
Nominated by Cingular Wireless
New York City Police
Department
for Crime Data Warehouse
Nominated by IBM
64
THE 2006 FINALISTS
In April of 2006, thirty three CIO-level distinguished judges on ten panels —
one panel for each of 10 industry categories — completed their review of the
case studies submitted by the Computerworld Honors Program’s Laureates
for the Class of 2006. Based on this review, they named these 50 Finalists as
guests of honor at ceremonies at the Andrew W. Mellon Auditorium in
Washington, DC, on June 5, 2006.
MANUFACTURING
The Bank of New York
Belkin
for TPC Data Center Consolidation Project
for Belkin Moves to Consolidated SAN
and Migrates to Exchange
Nominated by EMC
Chicago Stock Exchange
Nominated by EMC
for Grid Project
Ethicon Endo-Surgery, Inc.
Nominated by Oracle
for Enterprise Data Warehouse
Florida State University
BellSouth Corporation
for Student Information Management System
Fidelity Investments
for BellSouth Amber Alert Field Notification
Nominated by Business Objects
for Financial Search
Gates Corportaion
Nominated by Keane
for SCI (pronounced Sky)
Nominated by Capgemini
Globe Telecom (Gcash)
New York City Department of
Education
for G-Cash
for Project Connect
for Virtualized Automation
Hologic, Inc.
Nominated by EMC
Nominated by IBM
Nominated by Sybase
for One Hologic Implementing Oracle
Savi
ENVIRONMENT, ENERGY
& AGRICULTURE
The Hanover Insurance Group
for EchoPoint RFID-Data Collection /
SmartChain
Nominated by Morgan Stanley
UPEK, Inc.
for Protector Suite Family of Applications and
Touch Chip and Touch Strip Silicon
Fingerprint Sensors
VMWare
Bureau Veritas/Berryman &
Henigar
for Palomar Energy Project
Nominated by Oracle
for Agent Enhancement Projects
Sun Microsystems
Nominated by Keane
for Field Service
ORGANIZATIONS
Amber Alert
AOL
Electrical Safety Authority
of Ontario
for Amber Alert Portal
for Live 8
Nominated by BMC
Nominated by Hewlett Packard
for Fieldworker Enterprise
Network for Good
Discovery Communications, Inc.
for Gulf Coast Hurricane and Tsunami Efforts
for Discovery Education Project
Nominated by AOL
Nominated by Extreme Networks
New York City Police Department
NZZ Neue Zürcher Zeitung AG
for Crime Data Warehouse
for Archive 1780
Nominated by IBM
Nominated by EMC
Province of British Columbia
Sirius Satellite Radio
for Large-Scale Transformation Success
for Satellite Broadcast System
Nominated by Cisco
U.S. Air Force
The Weather Channel Interactive
for Global Combat Support System
for Disaster Recovery Expansion
Nominated by IBM
Nominated by Verizon
Nominated by Sybase
Surrey Satellite Technology Ltd.
for Disaster Monitoring Constellation
Nominated by Cisco
Clovis Unfied School District
U.S. Green Building Council
(USGBC)
Nominated by IBM
Nominated by Microsoft
Nominated by Adobe
for Virtualization of the Computing Platform
for Anytime, Anywhere, Anyone Learning
(AAAL)
JP Morgan Chase
for USGBC Boosts Green Building with
LEED Online Certification Process
Columbia University School of
Nursing
Nominated by Adobe
for Nurse Practitioner PDAs
for Reporting consolidation
Nominated by Sybase
Nominated by Information Builders
Valero Energy Corporation
for Computerized Physician Order Entry
Nominated by IBM
66
67
THE 2006 FINALISTS
MEDICINE
TRANSPORTATION
Metro St. Louis
for ORview Perioperative System
for Predictive Monitoring
Nominated by IBM
Nominated by Accenture
Gold Standard and Informed
Decisions
Orient Overseas Container Line Ltd.
for KatrinaHealth.org - Online Prescription
Records Access for Hurricane Katrina Evacuees
Nominated by EMC
for Information Lifecycle Management
Nominated by VeriSign
SISCOG
Molecular Profiling Institute
for Clinical Decision Intelligence
for Cancer Patients
Volvo Cars Belgium
Nominated by IBM
for CREWS
for XDMS Implementation
Nominated by Progress Software
Oklahoma Heart Hospital
for Oklahoma Heart Hospital Goes All-Digital
Nominated by BMC
Zipcar
for Car Sharing
UNC Healthcare
THE 21ST CENTURY
1989 - 2005
The following Computerworld Honors Program Laureates were first selected by the
Program’s thirty three distinguished judges as Finalists, and then chosen for further
recognition as recipients of the Program’s 21st Century Achievement Award.
From 1990 until 2001, their case studies were archived by both the Computerworld
Honors Program and the National Museum of American History in Washington, D.C.,
a part of the Smithsonian Institution. Finalists selected for further recognition during
that first decade of the Honors program were designated as recipients of
Computerworld Smithsonian Awards.
With the new millennium, Laureates’ case studies become part of the broader, worldwide collection archived on the world wide web and also presented, in a variety of formats, to archives, museums, universities and libraries in each of the more than 40 countries on six continents represented by the Program’s Laureates.
for Web Clinical Information System (WebCIS)
Nominated by IBM
SCIENCE
2005
Foundation ASTRON
Customer Information Infrastructure
for LOFAR
2004
Nominated by IBM
Exostar
Institute of Training Science and
Sport Informatics
1996
Wireless & Satellite Networks
Silent Runner, Inc.
2002
Silent Runner, Inc.
2001
for Advanced Simulation and Computation
Sendmail, Inc.
Nominated by IBM
Internet Platform for e-Communications Applications
2000
eBay
Online Auction
1999
Nominated by Booz Allen
Federal Express
National Geographic Society
1998
for The Genographic Project
Nominated by IBM
United Parcel Service (UPS)
2003
Nominated by IBM
for Cancer Biomedical Informatics Grid, or
caBIG™
The Johns Hopkins Electronic Patient Record
Networking into the Millennium
Zamora Hot City
The Johns Hopkins Health System
& The Johns Hopkins Medicine Center for
Information Services
Securing Military-Grade Collaboration Platform
for Technology Enables University Intellectual
Capital Management
Lawrence Livermore National Labs
68
Acxiom Corporation
1997
Internet Ship
Amazon.com, Inc.
Amazon.com Website
Custom Clothing Technology Corporation /
Levi Strauss & Co.
Personal Pair Program
1995
MCI Telecommunications
networkMCI SmartPop
1994
Mervyn’s, Inc.
Retail Inventory Management Systems
1993
McKesson Drug Company
Acumax
1992
Kmart Corporation
KIN II
1991
Frito-Lay, Inc.
Hand-held Computer Application
69
THE 21ST CENTURY
1989 - 2005
1990
1994
1998
2001
Berkeley Systems
University of California, Los Angeles
U.S. Environmental Protection Agency
Oatfield Estates
outSPOKEN
Rebuild Los Angeles
Envirofacts Warehouse on the Internet
Elite Care Assisted Living Units
1989
1993
1997
2000
Bell and Howell Company
Center for Applied Special Technology
The Peregrine Fund
Proton World International, Belgium
The Image Search Plus System
Gateway Programs
The Harpy Eagle Conservation Program
Electronic Purse System
1992
1996
Ohio’s Center of Science and Industry
Farmland Industries, Inc.
Nationwide Building Society, United
Kingdom
2005
Mission to Mars
AgInfo Geographic Information System
Iris Recognition
Australian Government, Department of Defence
1991
1995
Learning Management System
1999
The Lab School of Washington
Consortium for International Earth Science
Multimodal Interactive Stories
Information Network (CIESIN)
Mastercard
2004
Massachusetts Institute of Technology (MIT)
and Sapient
1990
CIESIN’s Gateway
The JASON Foundation for Education
1994
OpenCourseWare (MIT OCW)
The JASON Project
The Nature Conservancy
2003
1989
The Natural Heritage Network
Michigan State University
Orangeburg School District 5
1993
LON-CAPA Courseware System
Teaching Students to Become Adept at Using the
School Systems’ Computers
Environmental Resources Information System
2002
African Virtual University
The African Virtual University
2001
ENVIRONMENT, ENERGY
& AGRICULTURE
Environmental Resources Information Network
1992
Wilderness Society
Endangered Ecosystems Mapping Project
Secure Global Electronic Commerce
1998
Fannie Mae and Finet Holdings Corp.
Internet-Enabled Homeownership
1997
Flagstar Bank, FSB
LIVE (Lenders Interactive Video Exchange)
1996
First National Bank (FNB) South Africa Limited
Finger/Hand Print Recognition for Electronic Banking
1995
2005
1991
Augmentative & Alternative Means of Communication
(AAC) & Assistive Technology (AT) Applications
Broward County Environmental Protection
Department, Florida
Research Alternatives, Inc.
2000
Creation of a New Mobile Inspection
and Monitoring System
1990
The Early Childhood Technology Literacy
2004
ARC/INFO
1999
Wildlife Center of Virginia
(NASD)
Distributed Association Member Support
1989
1993
The Bridge School
Montgomery County Public Schools
Emergency Information System
Environmental Systems Research Institute
New York Stock Exchange, Inc.
Integrated Technology Plan
1994
National Association of Securities Dealers
MaMa Media, Inc.
Online Teaching and Training Programs
MaMaMedia Internet-centered Products for
Young Children and Their Families
2003
1998
Earth Simulator Project
JASON Foundation for Education
2002
2005
The JASON Project
Rhinowatch
Sprint
1997
First-Ever Full Census of the White Rhino
Industry Solutions
Susan Abdulezer
2001
2004
The Virtual Alphabet Book
Walker County Public Schools
Depository Trust and Clearing Corp
1996
Eco-Connections Environmental Studies Program
RDC Rollout
New York City Public School for the Deaf
2000
1990
2003
Street Signs: A City Kids Guide to American
Sign Language
Department of Primary Industry & Fisheries,
Australia
Sumitomo Mitsui Banking Corporation
Swiss Options and Financial Futures Exchange
USA Patriot Act Compliance Solution
1995
Weeds Mapping & Management System
1989
University of California, Los Angeles
2002
1999
Fidelity Investments
The UCLA Science Challenge
National Weather Service
Cigna HealthCare
Earth Simulator Center
Weather Interactive Processing Systems (AWIPS)
Sierra/Misco, Inc.
Passaic River Basin Early Flood Warning System
Johnson and Higgins
J&H Info/Edge
1992
American Express Company
Worldwide Credit Authorization Risk Management System
1991
Society for Worldwide Interbank Financial
Telecommunication
SWIFT Telecommunication Network
SOFFEX
FIX and FAST
Transformation
HDFC Bank Ltd
Unified Enterprise Management
70
71
THE 21ST CENTURY
1989 - 2005
ORGANIZATIONS
2005
Aidmatrix
Global Relief Network
2004
City of Cape Town
SAP ERP Implementation Program – Project Ukuntinga
2003
Network for Good
Network for Good
2003
CyberSoft
VEDOP, the Electronic Tax Filing System in Turkey
2002
Oklahoma State Department of Human
Services
Oklahoma e-CHILDCARE
2001
America’s Second Harvest
ResouceLink.org Web-based Tracking System
2000
Independent Electoral Commission, South Africa
Electoral Operations
1999
Lucent Technologies
911 Database
1998
Focus: HOPE
Center for Advanced Technologies
1997
Massachusetts Department of Revenue
Telefile & Imaging: Revolutionary Tax Processing
1996
Mercy Ships
Crew and Donor Management System
1995
Norwegian Police Data Processing Services
Police Operations Support (POS) System
1994
Massachusetts Executive Office of
Environmental Affairs
Environmental Protection Integrated Computer System
(EPICS)
72
1993
1998
2002
Los Angeles County Department of Public
Social Services
Genentech, Inc.
MaMaMedia Inc.
Final Purification Expansion
The MaMaMedia Peace Project
Automated Fingerprint Image Reporting & Match
System (AFIRM)
1997
2001
Buckman Laboratories, Inc.
The Jim Henson Creature Shop
1992
Knowledge Sharing
Henson Digital Performance Studio
Georgia Institute of Technology
1996
2000
Parametric Technology Corporation
Real Networks
Pro/ENGINEER Fully Associative, Feature-Based
Parametric Solid Modeling Technology
Internet Media Innovations
Bay Area Coalition for Employment of Persons with
Disabilities
1995
Starbrite Foundation
Boeing Commercial Airplane Group, 777 Division
Starbrite World
1990
Computing and the Boeing Design
Ministry of Interior, Thailand
1998
1994
P.S. 41, Brooklyn, NY
Convex Computer Corporation
Kid Witness News
1989
Integrated Business Applications
BI Incorporated
1997
1993
Rock the Vote
United Technologies Corporation, Sikorsky Aircraft
1-800-REGISTER
University of Illinois, Chicago
Computer Integrated Manufacturing Planning and Control
The Missing Children Project
1996
1992
Aeroquip Corporation
Pixar Animation Studios/Walt Disney
Feature Animation
Quote Buildup
“Toy Story”
1991
1995
Raychem Advanter
Log Tracking System
America Online Technology
Automated Manufacturing of Aluminum Adapters
Network Communications and Systems Programming
2004
1990
Kirchner Corporation
1994
The Lubrizol Corporation
Extended Distribution System with Mobile PDAs Offering
Both Off-line and Real-time Wireless Capabilities
Industrial Light and Magic
AI System Generates and Distributes MSDS’s
Special Effects and Computer Graphics in “Jurassic Park”
2003
1989
1993
University of Iowa Center for Simulation and
Design
The U.S. Holocaust Memorial Museum
Optimization of Mechanical Systems
1992
Centennial Olympic Games Proposal 1996
1991
De Anza College
Integrated Population Demographics System
Electronic Monitoring Devices
MANUFACTURING
2005
Cambium Forstbetriebe
GE Silicones
Global ERP Transformation
2002
1999
Multi-Media Interactive System
Avid Technology, Inc.
Agilent Technologies
“One I.T.”
2005
2001
Turner Broadcasting System, Inc.
NTT DoCoMo, Japan
Optimizing Digital Media
i-mode Mobile Internet Service
2004
2000
Apple Computer
Danfoss Drives, Denmark
Fully Automated Document Factory
Reshaping the Global Music Industry Through the
Introduction of its iPod and iTunes Music Store
1990
1999
2003
Georg Lingenbrink GMBH & Co. (Libri),
Germany
E! Networks
MusicMaker
Books on Demand
Digital Asset Information System (DAISY)
Avid Media Composer
The MIT Media Laboratory
Synthetic Performers
1991
The Tenderloin Times
Computers Produce Four-language Newspaper
Personics Corporation
1989
Uplinger Enterprises
Live Aid
73
THE 21ST CENTURY
1989 - 2005
MEDICINE
1993
1997
2001
2005
Rensselaer Polytechnic Institute
OnStar
1992
Center for the Analysis and Prediction of
Storms and The Pittsburgh Supercomputing
Center
Integrated Surgical Systems, Inc.
Severe Storm Forecasting
Delta Air Lines
ROBODOC Surgical Assistant™
1996
Delta Technology Customer Care System
1991
Center for Light Microscope Imaging &
Biotechnology
1999
Imaging Technology
Northern Lights Health Region
Health Care ‘Anytime, Anywhere’
2004
United Devices
For Smallpox Research Grid Project
2003
Adaptive Current Tomography (ACT)
The Joint Center for Radiation Therapy &
Stereotactic Radiosurgery
Virtual Advisor
2000
Continental Airlines
XKnife, The Stereotactic Radiosurgery Program
1995
Commercial Use of LADGPS (Local Area Differential
Globe Positioning System)
1990
Fox Chase Cancer Center
1998
Purdue University
Cooperative Human Linkage Center
Supercomputing Solves the Structure of a Virus
1994
Science Applications International
Corporation
The Integration of Gene-based Drug Discovery Projects
with Financial Processes
1989
Los Alamos National Laboratory
Vehicle and Cargo Inspection System (VACIS)
LC Technologies, Inc.
Parallel Ocean Program (POP)
1997
2002
The Eyegaze Computer
1993
Hong Kong International Terminals Limited
The Pittsburgh Supercomputing Center
Productivity Plus Program (3P)
Supercomputer Simulation of Enzyme DNA Interaction
1996
2005
1992
General Motors Corporation
European Southern Observatory
Stanford Medical School
OnStar
Patient Management Network
Data Flow System of the European Southern Observatory
1995
2000
2004
The Human Genome Project, The GenBank Computer
Resource
Virginia Tech
1992
Forward-Looking Windshear Weather Radar System
Developing a 2,200 Processor Supercomputer Created
with a Cluster of 1,100 Apple Macintosh G5 computers
Westinghouse Electric Corporation
1994
University Supercomputing Centers
QUALCOMM Incorporated
2003
1991
OmniTRACS
Institute of Atmospheric Physics (IAP)
NeXT Computer, Inc.
1993
Atmospheric Research
“Zilla” (Community Supercomputer)
Baystate Shippers, Inc.
Brigham and Women’s Hospital, Surgical
Planning Laboratory
3-D Surgical Planning Visualization
2003
Lexicon Genetics Incorporated
Bristol-Myers Squibb
SMART-IDEA Project
2001
Medtronic
The National Marrow Donor Program
STAR - Search Tracking & Registry
®
1999
Pfizer
Clinical Trials Data Management
1998
Maimonides Medical Center
SCIENCE
2002
AlliedSignal, Inc.
COMMAND System
U.C. Berkeley
TRANSPORTATION
[email protected] Project
2005
2001
OnStar
Quality Care Tracking Project
CERN, Switzerland
Advanced Automatic Crash Notification (AACN)
1991
United States Environmental Protection
Agency
Datawarehouse
2004
United Parcel Service
2000
International Shipments Processing System (ISPS)
Hawkes Ocean Technologies (HOT)
California Department of Transportation,
District 4 Maintenance
Deep Flight Project
Bay Area Incident Response System (BAIRS)
Federal Express Corporation
1999
Southwest Airlines
COSMOS II Positive Tracking System
CTI, Inc.
Supply Chain Optimization Project
1989
Radioscope Delivery Systems
2003
American Airlines
1998
American Express Corporate Travel Solutions
SABRE Reservation Service
University of California, Berkeley’s Search for
Extraterrestrial Intelligence (SETI) Program
TravelBahn
Search for Extraterrestrial Radio Emission from Nearby
Developed Intelligent Population (SERENDIP) Project
Travelocity.com
Integrated Health Care Delivery Solution
1997
InterMountain Health Care
Supercomputer Simulations of the Human Lung
1996
Texas Department of Health (TDH)Immunization Division
ImmTrac: A Statewide Immunization Tracking System
1995
PharMark Corporation
RationalMed®
1994
Veterans Administration Medical Center
1992
Federal Express Corporation
Ramp Management Advisor System (RMAS)
1990
2002
Travelocity.com
Functional Electrical Stimulation
74
75
THE 2006 PROGRAM JUDGES
L AU R E AT E S 2006
Each of the Computerworld Honors Program’s ten award categories is judged by a separate
panel. All thirty three executive IT management-level judges are selected based on achievement
of high distinction in their relevant field. Panels include a wide range of executive IT management experience in diverse industries and include chief information officers, vice presidents of
information technology, deans of institutions of higher learning and industry journalists.
Tony Fuller
Vice President and Chief Information Officer, Rent-A-Center
Jerry McElhatton
CEO, Virtual Resources
Enzo Micali
Sr. Vice President and Chief Information Officer, 1-800-Flowers
Rick Peltz
Sr. Vice President and Chief Information Officer,
Marcus & Milichap
Dennis Anderson, Ph.D.
Associate Dean, Pace University
Joanne Kossuth
Chief Information Officer, Franklin W Olin College
of Engineering
Earl Monsour
Director, Strategic Information Technology, Maricopa County
Community College District
ENVIRONMENT, ENERGY & AGRICULTURE
Andres Carvallo
Chief Information Officer, Austin Energy
Annette Digby
Dean of Education, CUNY Lehman
Tom Halbouty
Vice President and Chief Information Officer,
Pioneer Natural Resources
Mike Twohig
Sr. Vice President and Chief Information Officer,
Clean Harbors Environmental Services
MANUFACTURING
Joe Puglisi
Vice President and Chief Information Officer, Emcor
Bob Schwartz
Chief Information Officer, Panasonic
Yuri Aguiar
Senior Partner and CTO, Ogilvy & Mather Worldwide
Wendell Fox
Sr. Vice President, IR NA Lodging Field Services,
Marriott International
Andre Mendes
Chief Technology Integration Officer, PBS
MEDICINE
David Dully
CTO, Baptist Health
Frank Enfanto
Vice President - Healthcare Systems Delivery, Blue Cross
Blue Shield of Massachusetts
Richard Gius
Sr. Vice President - Enterprise IT, Cardinal Health
Dennis L’Heureux
Chief Information Officer, Rockford Health System
Julia King
Executive Editor, Computerworld
SCIENCE
Cora Carmody
Sr. Vice President and Chief Information Officer, SAIC
Jan Rideout
Jerry Bartlett
Vice President and Chief Information Officer, Northrop
Grumman Ship Systems
Chief Information Officer, TD Ameritrade
Futurist and Director, IT Leadership Academy
Raymond Karrenbauer
CTO and Group Chief Architect, ING Insurance Americas
Shelley McIntyre
Vice President and Chief Information Officer, Equities,
Individual Markets and Corporate Systems, The Guardian
Life Insurance Company
Azam Mirza
Vice President, Global Software, Reinsurance Group of America
GOVERNMENT & NON PROFIT
ORGANIZATIONS
Nida Davis
Thornton May
TRANSPORTATION
Patrick Wise
Vice President, Advanced Technology, Landstar
Thornton May
Futurist and Director, IT Leadership Academy
Kay Palmer
Executive Vice President and Chief Information Officer,
JB Hunt
Federal Reserve Information Technology Sr. Vice President
and Chief Architect
Nancy Mullholland
Deputy Executive Director and Chief Information Officer,
NY State Worker’s Compensation Board
Don Tennant
Vice President, Editor in Chief, Computerworld
76
THE COMPUTERWORLD
HONORS PROGRAM
BUSINESS AND RELATED SERVICES
LAUREATES 2006
LAUREATES 2006
ALLBRÖD AB
Lindome, Sweden
Mobile CRM
ASPIRE
and new networks to create value and
enhance business performance. Avaya’s
existence as a standalone company began
Oct. 2, 2000, when it was spun off from
Lucent Technologies and began trading on
the New York Stock Exchange under the
symbol AV. For more than a century prior to
that day, Avaya was a part of Western
Electric, ATT, and Lucent.
BELLSOUTH
CORPORATION
What does being a part of the 2006
Computerworld Honors Program mean to you?
Many IT organizations, if successful, do not
stand out. Rather, they integrate with the
business’ they support, functioning quietly,
without fanfare. The IT group supporting
Avaya Global Services has consisted of largely the same small group of people for its
entire wireless life. This group has provided
solid, creative, and leading edge wireless
solutions with minimal recognition over the
years. The CW Honors Program will provide
industry wide recognition of their talent, dedication, and ingenuity.
BONHAMS
Doha, Qatar
Networking a Sports Authority in
the Middle East
Please provide a paragraph or two about the
history of your organization.
ASPIRE is Qatar’s visionary Sports Academy,
which launched its academic curriculum in
September 2004. The Academy will discover
the best young sporting talents from the
region and around the world, and make them
world class. With state-of-the-art facilities and
world-class sports programs, it will turn hopefuls into winners at the highest levels of international competition. The Academy also integrates this training with an intensive, comprehensive intellectual education, giving them all
the support they need to succeed. Services:
State-of-the-art facilities abiding by international standards; An outstanding educational
institution for sports athletes; Scholarships &
grants to less privileged athletes in developing countries; Short-term camp training
options during the summer and winter breaks
ASPIRE has been in the news many times in
recognition of the technological achievements
it achieved in the past two years. But being
recognized on an international level in such a
prestigious award is an honor to all of us in the
IT team who worked hard to get to this point.
AT&T MESSAGING
San Antonio, Texas, USA
Next Generation Unified
Messaging Services
AVAYA
Mellville, New York, USA
Technician Work Bench
Avaya enables businesses to achieve superior
results by designing, building and managing
their communications networks. Focused on
enterprises small to large, Avaya is a world
leader in secure and reliable IP telephony
systems, communications software applications and full life-cycle services. Driving the
convergence of voice and data communications with business applications - and distinguished by comprehensive worldwide services - Avaya helps customers leverage existing
80
AXIOM SOFTWARE
LABORATORIES, INC,
New York, New York, USA
IntegrationCenter / Basel-II
Solution
Since 1991 Axiom Software Laboratories has
been a leading provider of advanced
Enterprise Data Management, Risk
Management and Regulatory Reporting solutions for financial institutions, asset managers,
corporations, energy and commodity trading
firms. We service some of the largest global
firms in Europe, the Americas and Asia like
UBS, CALYON, RBC, ABN AMRO, EUROCLEAR, etc. Axiom SL solutions provide
state of the art multi-tier architecture, highperformance, flexibility, scalability and easily
integrate into any client’s heterogeneous environment. Axiom SL’s technology and people
have a proven track record of cost-efficient
and quick implementations. With multiple
offices around the world Axiom SL provides
global support, consulting and ASP services.
It is an honor to be part of the
Computerworld community and to be recognized by the most serious group of computer
professionals and industry experts. We believe
that Computerworld mission serves to the
benefit of the world humanity.
Atlanta, Georgia, USA
BellSouth Amber Alert Field
Notification
London, Great Britain
Bonhams’ Auction Management
System
Bonhams, founded in 1793, is one of the
world’s oldest and largest auctioneers of fine
art and antiques. The present company was
formed by the merger in November 2001 of
Bonhams & Brooks and Phillips Son and
Neale UK. In August 2002, the company
acquired Butterfields, the principal firm of auctioneers on the West Coast of America and in
August 2003, Goodmans, a leading Australian
fine art and antiques auctioneer with salerooms in Sydney and Adelaide, joined the
Bonhams Group of Companies. Today,
Bonhams is the third largest and fastest growing auction house in the world with a global
network of offices and regional representatives providing sales advice and valuation services in twenty countries. It offers more sales
than any of its rivals, through two major salerooms in London: New Bond Street, and
Knightsbridge, and a further ten throughout
the UK. Sales are also held in San Francisco,
Los Angeles, New York and Boston in the
USA; and Switzerland, Monaco, and Australia.
Most recipients of IT awards are the companies
established and trading within the IT world. For
a non-technological company, trading in one of
the oldest professions, established over 200
years ago, to be part of such a program makes
us proud of our achievements in pushing the
performance envelope of the most modern
technology in a truly cost effective way.
BURT’S BEES
Morrisville, North Carolina, USA
Honeycomb - A Web-Based
Business Intelligence Dashboard
Burt’s Bees was founded by Roxanne Quimby,
an out-of-work waitress, and Burt, an ex-photojournalist and beekeeper who sold quarts of
honey out of his pickup truck. Though a long
way from the cabin in the Maine north woods
where the company was started, today Burt’s
Bees still offers a variety of personal care
products utilizing the most environmentally
friendly and sustainable ingredients and packaging systems available in the market today.
The ingredients and packaging choices reflect
a careful consideration of the impact the company’s activities will have on the environment
and the overall health and well-being of all living things on Earth. Burt’s Bees sets an example and sends the message that successful
businesses are built on long-term, enduring
values that have and will continue to stand the
test of time.
It has been an honor to be nominated for the
Computerworld Honors Program and participate in the case study submission process.
Previous winners are very prestigious and
Constant Contact is honored just to be a part
of the 2006 Program. Being a nominee
gives us the opportunity to showcase our
award-winning technology in the hope that
we can assist more people grow their businesses with email marketing, an easy and
cost-effective tool that is invaluable for
today’s small business.
Computerworld is one of more than a dozen
trade publications I currently receive. I have
continued to subscribe to it for 20 years now
because it earns my attention in nearly every
issue. Computerworld sets itself apart from
the rest because of its range of coverage,
independence, and relevant issues. It is a
highly respected, trusted, and valued source
of information about our industry.
CORE SECURITY
TECHNOLOGIES
CERTIPATH
CRISIS CARE
NETWORK
Herndon, Virginia, USA
First Commercial PKI Bridge
Between Government and
Industry
CHUNGHWA
TELECOM CO., LTD
Taipei, Taiwan
CHT-1288 Operator Assisted
Yellow Page System
CONSTANT CONTACT
Waltham, Massachusetts, USA
Constant Contact Do-It-Yourself
Email Marketing
Constant Contact® was incorporated as
Roving Software in 1995 and launched in
1998 with four employees working out of an
attic in Brookline, MA. Founded on the premise that web-based email marketing services
would help small businesses forge lasting
relationships with customers, the company
faced early funding challenges, slow product
development and significant obstacles to
adoption. Gail Goodman joined the company
in 1999 and within a year raised more than
$21 million in funding, doubled the number of
employees and launched the company’s first
product, a permission-based email tool. In
2000 the company launched a B2B ASP
email service. In May 2001 the company
signed its 100th customer. Today that number
stands at 50,000 users.
Boston, Massachusetts, USA
CORE IMPACT
Grandville, Michigan, USA
CrisisCoach - Disaster Response
Crisis Care Network is the leading supplier of
critical incident response services to the EAP,
Disability Management and Employer markets. Founded by its current CEO, Lyle
Labardee, in 1997 Crisis Care Network
equips organizations with the training, consultation and resources to mitigate the human
impact of critical incidents such as catastrophic accidents, natural disasters, workplace violence and corporate downsizings.
Crisis Care Network was acquired by
LifeOptions Group, Inc. in June of 2004.
We are pleased that Adobe/Macromedia
nominated CrisisCoach for the
Computerworld Honors Program, and it is our
hope that the potential recognition provided
by this program will help us to promote the
importance, indeed the necessity, of adequate
preparation in advance of major disasters (not
only for the physical needs of those impacted,
but for their psychological and mental health
needs as well).
DEMANDTEC, INC.
San Carlos, California, USA
DemandTec Family of Products
Breakthroughs in Demand Science
DemandTec’s co-founders, Mike Neal and Dr.
Hau Lee, had previously joined forces in the
formation of Evant (formally Nonstop
Solutions), a successful demand-chain optimization provider. Dr. Lee is a world-renowned
expert in supply-chain management who first
defined CDM while as a professor at
Stanford. Mr. Neal’s extensive experience in
retailing systems has focused on assortment
optimization and defining Activity-Based
Costing (ABC) to determine the fully-loaded
costs of retail items. Early in 1999, Mr. Neal
and Dr. Lee assembled a team of demand
science experts to the task of creating a
practical methodology for solving the elusive
nature of consumer demand. At its core, the
challenge was to “crack the code” of demand
at its basic level, describing each individual
retail item with a series of clean, highly-relevant demand curves that accurately defined
price elasticity. DemandTec’s mastery of
demand science came on the heels of several
major breakthroughs that contributed to its
19 unique patents pending. Chief among
them was a unique application of Bayesian
Inference to POS data as a way to finally
solve the vexing problem of calculating
unique elasticities for items where the historical data are sparse. The team also abandoned the simplifying assumption of earlier
systems that assume demand is linear; not
only is demand for an item nonlinear, each
item is affected by the cross-elasticity pressures of complementary, substitutive and
competitive items. The only way to accurately predict demand is to calculate the
effects of merchandising decisions on every
item in every store, across all categories,
zones and areas - a massive undertaking that
pushes the limits of large-scale computing.
Being a part of the Computerworld Honors
program would be a great honor for
DemandTec since we are leading the revolution in consumer demand management
(CDM)softwarwe and making it easier for our
customers to deploy software that strategically helps them meet their business objectives.
E TEAM
Kissimmee, Florida, USA
Emergency Management and
Reporting System
Launched in 1998 by NC4 Public Sector, E
Team is the leading incident management
software for government agencies, nonprofit
organizations and companies in healthcare,
energy and other critical infrastructure sectors.
Powerful E Team situational awareness, interoperability and management capabilities
enable organizations to more effectively direct
planned and unplanned emergencies, events
and disasters; daily operational activities; and
preparedness and training exercises. Easy
to implement, use, and scale, the E Team solution has the most proven experience manag-
81
LAUREATES 2006
LAUREATES 2006
ing major emergencies and prominent events
such as New York City’s response to 9/11;
hurricanes Charley, Frances and Ivan; the
tsunami disaster; 2003 Northeast Blackout;
Arizona and California wildfires; Salt Lake City
and Athens Olympics; three Super Bowls;
2004 Democratic and Republican National
Conventions; 2004 G8 Summit; and 2005
Presidential Inauguration. E Team supports
interoperability standards and is a founding
member of the Emergency Interoperability
Consortium (EIC). Our solution was designed
with interoperability and collaboration as part
of its core functionality, putting all the key
players involved in a response in the best
position to protect lives and property. To
remain at the forefront of the industry, NC4
Public Sector has a staff of certified
Emergency Managers, and frequently
upgrades the E Team software based on lessons learned in the field. Additionally, we have
forged powerful alliances with leading technology providers including ESRI, SAIC, IBM, and
others. NC4 Public Sector’s headquarters are
in Irvine, CA, with sales and support locations
located throughout the United States.
EASTERN MOUNTAIN
SPORTS
Peterborough, New Hampshire, USA
Merchandising Dashboard
Founded in 1967 by two rock climbers, EMS
has grown into one of the nation’s leading
outdoor specialty retailers, with more than 80
retail stores in 16 states, a seasonal magazine/catalogue, and a formidable online presence. The privately held company designs,
produces and sells a wide variety of gear and
clothing for outdoor enthusiasts, from backpacks and insulated parkas to cycling gear
and summer shorts. Please visit
www.ems.com for more information.
GLOBE TELECOM
Mandaluyong City, Phillipines
G-CASH
GSD&M
ADVERTISING
INTERVOICE
MCAFEE, INC.
Dallas, Texas, USA
Sunnyvale, California, USA
Austin, Texas, USA
AIM
AOL & McAfee: A Partnership for
a Safe Online Experience
IT in Idea City
GSD&M was founded in 1971 by six college
students, none of whom had ever worked in
advertising before. That entrepreneurial spirit
is still very much a part of the way we conduct business. Account teams are given wide
responsibility to create ways to improve
client’s businesses. From our humble beginnings, we have grown into a nationally
acclaimed agency of 750 people, with 2005
billings of $1.25 billion, representing some of
the country’s best-loved brands. GSD&M’s
success has been based on the idea of growing as our clients grow. Southwest Airlines
was a regional upstart when GSD&M teamed
with them. They are now the largest U.S. air
carrier and the most consistently profitable
airline in the history of aviation. Their ad recall
among consumers ranks above all other airlines. Similarly, GSD&M started with Wal-Mart
when they were a chain of 1,200, mostly in
small towns. Today they are the world’s
largest retailer. The key to growing clients-businesses is our ability to totally immerse
ourselves in the brands--to understand those
brands on many levels and to be able to
translate even the deepest values of our
clients in ways that are powerful, relevant and
meaningful to consumers. Our goal is not to
create ads, but to be a visionary idea company that helps take our partners farther than
they thought they could go, faster than they
thought possible.
We are humbled and honored that of the
many companies that Dell parteners up with
that they recognized our effective use of
technology and that they felt we were worthy
of being nominated for inclusion into such a
distinguished community of IT professionals.
HITACHI
CONSULTING
Dallas, Texas, USA
GLOBE TELECOM
Mandaluyong City, Phillipines
AutoLoadMAX
High Performance VoIP,
Videoconferencing, and Web
Applications
HYDRO-QUEBEC
Montreal, Canada
Project SIC
82
Intervoice, Inc. (NASDAQ: INTV) provides
leading enterprises and network operators
with the platform, software, applications and
services necessary to optimize the customer
experience through voice automation solutions. Omvia®, the open, standards-based
Intervoice product suite, offers unparalleled
flexibility for advanced multi-media messaging,
portal, IVR and payment applications. The
Company’s two market units focus on enterprise and network markets, providing solutions
that improve operational efficiencies, drive revenue and increase customer satisfaction and
loyalty. Building on more than 20 years of
systems integration and service delivery experience, the Professional Services Agility Suite
from Intervoice is designed to provide proven
best practices toward design, implementation,
and optimization of voice applications.
Intervoice systems have been proven in more
than 23,000 implementations worldwide at
companies across a variety of industries
including: Ameritrade, Amtrak, Atmos Energy,
Citibank, CSX Transportation, MasterCard, O2,
Rogers Wireless, SBC, Travelocity, Verizon and
Vodafone. A Microsoft Certified Partner and
Certified Partner for Learning Solutions,
Intervoice is headquartered in Dallas with
offices in Europe, the Middle East, South
America, Africa and Asia-Pacific.
Being a part of this program reiterates
Intervoice’s commitment to being in the forefront of technology and endorses our vision
of shaping the future by transforming the way
people and information connect.
MANPOWER, INC.
Milwaukee, Wisconsin, USA
IT Governance
MARRIOTT
INTERNATIONAL, INC.
Washington, DC, USA
Marriott International Integrated
Global Reservations System and
Web Presence
McAfee® is the largest dedicated security
company in the world, and we proactively
secure systems and networks from known
and unknown threats. Home users, businesses, service providers, government agencies,
and our partners all trust McAfee’s
unmatched security expertise, and have confidence in our comprehensive, integrated, and
proven solutions to effectively block attacks
and prevent disruptions. Headquarters Santa
Clara, California, United States Web Site
www.mcafee.com Financial Information
Founded: 1989 Employees: Approximately
3,400 Ticker: NYSE: MFE Management
Chairman and CEO: George Samenuk
President: Kevin Weiss CFO and COO: Eric
Brown CTO and EVP: Christopher Bolin
We are honored to submit for this prestigious
award. Thank you for your consideration.
ON
SEMICONDUCTOR
Phoenix, Arizona, USA
ON Semiconductor
PERCEPTIVE
SOFTWARE, INC.
compression on DOS, Windows, UNIX, Linux,
iSeries, zSeries, and other platforms. In 2001,
PKWARE extended the .ZIP file format to
include the ability to add strong authentication and encryption to ZIP archives, making it
possible for end-users to not only compress
files into a “container” for efficient transmission and storage, but to also secure that container to prevent unauthorized access and
modification to the contents.
Program for PKWARE means being recognized
by one of technology world’s leading publications for excellence in the field of data security.
PROBUSINESS
Pleasanton, California, USA
Securing Critical Client Data and
Applications
ProBusiness is a division of ADP National
Account Services. ADP National Account
Services designs advanced, flexible solutions,
to match the needs of large employers and
meet the challenges of a changing environment. When you outsource with ADP, you gain
access to the knowledge base of a proven
leader in Human Resources, Benefits, and
Payroll. ADP’s solution-oriented approach lets
you concentrate on your core strategic initiatives, confident in the knowledge that you’ll be
empowered with best-in-class outsourcing.
Shawnee, Kansas, USA
SALESFORCE.COM
ImageNow
San Francisco, California, USA
Salesforce Automation
PKWARE
Milwaukee, Wisconsin, USA
SAVI
PKWARE Family of Compression
and Security Products
Sunnyvale, California, USA
PKWARE, Inc. is the creator and continuing
innovator of the ZIP standard for data compression and security, and markets its products under the SecureZIP and PKZIP brands.
Since its founding in 1986, PKWARE’s mission has been to develop and extend the ZIP
standard to meet end-user and enterprise
needs for compressing files for efficient storage and transmission. The .ZIP file format is
now used by millions of users around the
world. PKWARE introduced PKZIP in
1989, which quickly set the standard for
EchoPoint RFID-Data
Collection/SmartChain
With more than 15 years experience, Savi
Technology is a leading provider of active
RFID solutions for the management of supply
chain assets, shipments and consignments.
Savi’s networked active RFID solutions track
shipments for government and commercial
organizations around the world. Savi
Technology’s integrated RFID hardware and
software solutions drive business value,
enabling customers to reduce their supply
chain assets, inventory and operational costs.
Founded in 1989, Savi Technology is privately
held, with headquarters in Sunnyvale, Calif.,
and offices in Washington D.C., London,
Singapore, Johannesburg, and Melbourne. For
more information, visit www.savi.com.
SIEMENS BUSINESS
SERVICES
Canton, Massachusetts, USA
Mobile Enterprise IT Services
Siemens was started in Germany in the late
1800’s. Today Siemens is one of the leading
organizations in the world with revenues of
$85b and an employee base of 450,000
world wide. Siemens is highly divesified with
business functions in Power Generation, Light
Rail Trains, Automotive Electronics, Lighting,
Building Automation, Telecommunications,
Medical and IT Outsourcing.
I consider it a honor for Siemens to be considered for the Computerworld Honors Program.
SYBASE IANYWHERE
Dublin, California, USA
AvantGo
For more than 20 years, Sybase has been a
leader in developing and expanding innovative
database technology for emerging markets.
Since our founding in a Berkeley, California
garage in 1984, we have earned the trust of
many of the world’s leading companies for our
ability to manage information and deliver unsurpassed levels of data reliability and security.
With a loyal, global customer base (80 of the
Fortune 100 use Sybase technology) and a
leading presence in key vertical markets including financial services, telecommunications,
healthcare and government, Sybase is enabling
customers of all sizes to realize the “Unwired
Enterprise”-where information flows freely and
securely within an organization, whether workers conduct business inside the office or on the
road. Today, Sybase is the largest global
enterprise software company exclusively
focused on managing and mobilizing information from the data center to the point of action.
Our open, cross-platform solutions securely
deliver information anytime, anywhere, enabling
customers to create an information edge. With
Sybase software solutions, customers can optimize and enhance the investments they already
own, link together the valuable data resources
already in place, and extend the reach of business-critical information to users on the front
lines-giving them a financial, agility and productivity edge across all areas of their business.
83
LAUREATES 2006
Sybase has been a sponsor of the
Computerworld Honors Program since 1991
and have nominated hundreds of our customers for this prestigious award. We are
honored to be nominated.
UNIVERSITY OF
PITTSBURGH
Pittsburgh, Pennsylvania, USA
Business Intelligence Systems
Implementation Through Digital
Dashboards
The University of Pittsburgh was founded in
1787 as a small private school in a log cabin
near Pittsburgh’s three rivers. It has evolved
into an internationally-recognized center of
learning and research. The University is comprised by five campuses with eighteen undergraduate, graduate, and professional schools
serving more than 32,000 students.
Computing Services and Systems
Development (CSSD), the University’s central
information technology organization, provides
a wide range of information technology services and resources to the University of
Pittsburgh community.
UPEK, INC.
Emeryville, California, USA
Protector Suite Family of
Applications and Touch Chip an
Touch Strip Silicon Fingerprint
Sensors
The company has been pioneering biometric
fingerprint technology since 1996 and shipping product in volume since 1999. Spinning
off from ST Microelectronics in March 2004,
the company has more than 100 employees
and is headquartered near Berkeley,
California, with offices in Prague, Singapore,
Taipei and Tokyo.
In December 2005, UPEK, Inc. was recognized by the World Economic Forum, headquartered in Davos, Switzerland, as a 2006
Technology Pioneer. As one of only thirty-six
Technology Pioneers chosen worldwide in
2006, we recognized the honor of being part
of such an august group of companies who
had made truly unique and far-reaching contributions to the use of technology to further
the human condition. Similar to this award,
the Computerworld Honors Program recognition means that what we are doing is helping
people worldwide with what has become a
truly basic human need: the need for security
in all aspects of your life, especially when
protecting critical-and highly personal-online
data. It is a privilege for us to be considered
for this award, and being a nominee is a great
honor, for it places us again in the company
of organizations who are destined not so
much for greatness but for helping others
reach that state by changing the way people
interact with technology to make their lives
truly better in a tangible way.
VMWARE
Palo Alto, California, USA
Virtualization of the Computing
Platform
VODAFONE
Newbury, Great Britain
Littlebox - the 3G/UMTS router
WEBCOR BUILDERS
INC.
San Mateo, California, USA
WEBROOT
SOFTWARE
Boulder, Colorado, USA
Spy Sweeper Enterprise
Webroot was founded in 1997 by Steve
Thomas and Kristen Talley. A self-taught
hacker, Steve began his career in computer
security exploiting vulnerabilities of networks
throughout the world of technology. His activities earned him a spot on the FBI’s Watch
List and led to the confiscation of his computer. Steve’s endeavors turned positive when
he used his knowledge to secure the nation’s
most sensitive security assets for the U.S.
Department of Energy. In his spare time
Steve began developing and soon selling
Webroot’s first commercial product, a trace
remover called Window Washer. As sales of
Window Washer soared and Webroot started
to gain competitive ground, Steve began
researching a new security threat that was
looming on the horizon, but had yet to fully
strike: spyware. In the spring of 2002,
Steve and Kristen realized they needed help
and hired David Moll as Webroot’s CEO. The
unexpected demise of Webroot’s main sales
channel, AOL Shop Direct, in the fall of 2002
made for a tough few months, but the team
persevered. By February 2003 Spy Sweeper
was debuting to rave reviews, and today
Webroot is the recognized leader in the antispyware industry, serving millions of users
around the world.
Webroot considers it a mark of distinction to
be nominated for the Computerworld Honors
Program for the second consecutive year.
This nomination validates the company’s leadership position and the value its anti-spyware
software delivers to the enterprise.
Webcor Builders Leverage
Symantec to Protect Data
EDUCATION AND ACADEMIA
84
LAUREATES 2006
LAUREATES 2006
ACADEMY 123, INC.
Westlake Village, California, USA
Engaging Students in Online
Learning
Founded in 2003 by Maury Friedman, Daniel
Bouganim and Yarone Goren, Californiabased Academy123 enables our customers
to create, manage and distribute large volumes of instructional multimedia content in a
highly efficient way. Since its founding three
years ago, Academy123 has successfully
addressed instructional needs such as: o
Classroom support o Supplemental education o Test preparation and remediation o
Educational enrichment o E-commerce support o Training and development To meet
these instructional needs, Academy123
adheres to a set of core values - simplicity,
speed, innovation and teamwork - that are
essential to how we enable our customers
and employees to realize their full potential.
Bibliográfika is member of the Argentina Book
Camera, maintains interchange agreements
constant with the Gutenberg Foundation and
has been distinguished by the Austral
University and the Government of the City of
Buenos Aires, among others. In 2003
Bibliográfika was awarded by its innovation by
the Buenos Aires Government In 2004
Bibliográfika gains the first one prize in the
category rising company, in the Business Plan
competition NAVES 2004 (IAE - Universidad
Austral) In 2004 Xerox chooses Bibliográfika
as Success Case for Latin America
Our goal is to contribute to add value to
Book’s Industry by leading technological and
service innovation.
BIG BEND
COMMUNITY
COLLEGE
Moses Lake, Washington, USA
Being part of the ComputerWorld Honors
program is validation of our efforts to improve
the state of math and science education
worldwide. We are grateful that our novel use
of technology has been recognized in the
same capacity as the innovative and venerable companies that have been a part of the
ComputerWorld Honors program in the past.
We hope that this recognition inspires confidence in other companies and entrepreneurs
to advance learning through engaging, interactive, multimedia approaches.
BIBLIOGRÁFIKA
Buenos Aires, Argentina
Commercializing Books and
Printing on Demand Just in Time
Founded in the middle of 2002 by Diego and
Gustavo Vorobechik, Bibliográfika has constructed, in just a short time, a solid one reputation like innovating partner and activates
inside generating of new businesses of the
publishing industry. The active policy of
alliances impelled by Bibliográfika from his
birth it has been key for his insertion in the
market. Today Bibliográfika forms built the
framework for active part of the rich one of
relations that form editorials, suppliers, institutions and others outstanding actors of the
business of the book: Bookstores: an exclusive network of associate bookstores with
more than 80 points of sale distributed by all
the country. Editorials: Companies of long
trajectory in the business and leaders in
diverse headings of the publishing world
already they are working in different projects
next to Bibliográfika. Institutions:
86
Campus Upgrade
Big Bend Community College was authorized
by the Washington State Board of Education
in 1961. Beginning fall quarter 1962 BBCC
held its first regular classes at night in Moses
Lake High School. The college opened classes in a new facility located a short distance
southeast of the city of Moses Lake fall quarter 1963. In 1966, BBCC acquired a 159acre tract of land on the former Larson Air
Force Base, which became the permanent
college campus for all programs in 1975.
The Washington State Legislature’s
Community College Act of 1967 designated
Big Bend Community College as District 18
of the state community college system. The
district includes Adams and Grant Counties,
and the Odessa Consolidated School District
in Lincoln County.
I have personally never sought out awards or
attention for things I or the college has
strived to achieve. I receive my gratification
from serving the students of Big Bend
Community College and watching them
improve their lives as a result of what we do.
The difference with the Computerworld
Honors program lies in their ability to share
our success with others who are looking for
better ways of doing things. If just one other
institution can improve their methods and by
that, help change a life, then it is more than
worth it to me. I have never tried to reinvent
the wheel, and if someone can gain a hand
up from what we have done here then we
have succeeded.
CHARLES COUNTY
PUBLIC SCHOOLS
La Plata, Maryland, USA
Technology that Matters in the
Classroom- A Valuable Teaching
Tool
Charles County Public Schools is located 30 miles
south of Washington DC. It was founded more
than 171 years ago as a succession of one-room
schoolhouses. Today it is a 26,000-student district
comprised of 33 schools and approximately 3,000
employees, including over 2,000 teachers. CCPS
is one of the fastest-growing counties in Maryland.
The district’s forward-thinking Superintendent,
James E. Richmond, has communicated his belief
that technology will play a key role in the district
today and the future, and that the district must
leverage this essential resource in all facets of its
educational processes. To achieve this integration
with technology, the school system has partnered
with industry corporations such as IBM and Cisco
Systems in order to develop a network topology
as well as applications that provide the resources
needed by instruction.
CLOVIS UNIFIED
SCHOOL DISTRICT
Clovis, California, USA
Anytime, Anywhere, Anyone
Learning (AAAL)
Clovis Unified is a school district serving roughly 36,000 students in grades K-12. The District
is located in the San Joaquin valley with half of
its students living in the city of Fresno and half
of its students living in the city of Clovis. It
prides itself on excellence and accountability
for both its students and staff. It is a high-performing school district in both academic areas
as well as co-curricular activities. The
Technology Services Department, of which I am
the Administrator, supports all technology related programs in the District whether for the
classroom or the business offices.
I am very proud of and pleased for the myriad of
teachers and 10,000-plus kids in the District
who have participated in our AAAL program
during the last decade. I know this program has
changed the lives of many students and staff. I
have been in education for over thirty years.
Since 1983, when I was fortunate to have been
able to start the first computer lab in the District
and been fortunate to oversee this program
from its inception, I can honestly say the AAAL
program is the BEST educational technology
program I have ever seen. It is one that is really
making a difference for students and staff.
COLUMBIA
UNIVERSITY SCHOOL
OF NURSING
Nurse Practitioner PDAs
With a full time faculty of 60 and a part-time
faculty of 10, the School utilizes over 200 clinical sites and nearly 200 preceptors to offer
APN students appropriate learning experiences. Located on West 168th Street in the
Washington Heights area of Manhattan, the
School is in the midst of a largely Dominican
population for whom access to health care is
often difficult. The School is internationally
recognized for its excellence in evidencebased APN care and commitment to primary
care in underserved populations. The School
has approximately 175 students in the Entryto-Practice program, 330 NP students, 50
DNSc students, and 20 DrNP students.
We have primarily disseminated information
about our project in the healthcare literature
rather than to a broader audience. We hope
that through the 2006 Computerworld
Honors Program, others will learn about our
project and be able to apply the approaches
that we have developed and the lessons that
we have learned to improve quality of care in
other underserved communities.
COPPIN STATE
UNIVERSITY
Baltimore, Maryland, USA
Wireless IP Telephony Supporting
“Smart Classrooms”
Coppin State University is a model urban, residential comprehensiv university located in the
northwest section of the City of Baltimore that
provides academic programs in the arts and
sciences, teacher education, nursing, graduate
studies, and continuing education. An HBCU
(Historically Black Colleges and Universities),
Coppin has a culturally rich history as an institution providing quality educational programs
and community outreach services. Coppin
offers 53 majors and nine graduate-degree
programs. A fully accredited institution, Coppin
serves Baltimore residents as well as students
from around the world, with flexible course
schedules that include convenient day, evening,
and weekend classes and distance learning
courses. Coppin was founded in 1900 at
what was then called Colored High School
(later named Douglass High School) on
Pennsylvania Avenue by the Baltimore City
School Board who initiated a one-year training
course for the preparation of African-American
elementary school teachers. By 1902, the
training program was expanded to a two-year
Normal Department within the high school, and
seven years later it was separated from the
high school and given its own principal. In
1926, this facility for teacher training was
named Fanny Jackson Coppin Normal School
in honor of the outstanding African-American
woman who was a pioneer in teacher education. Fanny Jackson Coppin was born a slave
in Washington, D.C. She gained her freedom,
graduated from Oberlin College in Ohio, and
founded the Philadelphia Institute that was the
forerunner of Cheyney State University. By
1938 the curriculum of the normal school was
lengthened to four years, authority was given
for the granting of the Bachelor of Science
degree, and the name of the Normal School
was changed to Coppin Teachers College. In
1950, Coppin became part of the higher education system of Maryland under the State
Department of Education, and renamed Coppin
State Teachers College. Two years later Coppin
moved to its present 38-acre site on West
North Avenue. In acknowledgment of the
goals and objectives of the College, the Board
of Trustees ruled in 1963 that the institution’s
degree-granting authority would no longer be
restricted to teacher education. Following this
ruling, Coppin was officially renamed Coppin
State College, and in 1967 the first Bachelor
of Arts degree was conferred. In 1988, the
College became part of the newly organized
University of Maryland System (now the
University System of Maryland.) Fulfilling its
unique mission of primarily focusing on the
problems, needs and aspirations of the people
of Baltimore’s central city and its immediate
metropolitan area, Coppin took over nearby
Rosemont Elementary School in 1998, and is
the first and only higher education institution in
Maryland to manage a public school.
Rosemont Elementary is located in the Greater
Rosemont Community, an area adjacent to the
University. In 1997, the Maryland Department
of Education (MSDE) had declared Rosemont
to be “…below acceptable standards.” As operator of Rosemont, Coppin hired staff and
developed the school’s educational program. In
2000, Rosemont Elementary first-graders led
Baltimore City in largest percentile gains in
First Grade Reading. In 2003, Rosemont was
removed from MSDE’s “watch list” citing that
Rosemont has “…made enough progress to
exit the school improvement program.”
Another community outreach program operated by Coppin is the Coppin State University
Community Nursing Center, a fully equipped
medical clinic that offers affordable health care
for children and adults. The Community
Nursing Center is located across the street
from the University’s campus. Coppin, which
was officially renamed Coppin State University
on April 13, 2004, is accredited by the Middle
States Association of Colleges and Schools. In
addition, the undergraduate and graduate academic programs are accredited by a number of
specialized agencies. Teacher education programs are accredited by the National Council
for the Accreditation of Teacher Education and
are approved by the Maryland State
Department of Education. The nursing program
is approved by the Maryland State Board of
Examiners of Nurses and accredited by the
National League of Nursing. The Social Work
and Rehabilitation Counseling Education programs are accredited by the Council on Social
Work Education and the Council of
Rehabilitation Counseling Education, respectively. The nursing program is approved by
the Maryland State Board of Examiners of
Nurses and accredited by the National League
of Nursing. The Social Work and Rehabilitation
Counseling Education programs are accredited
by the Council on Social Work Education and
the Council of Rehabilitation Counseling
Education, respectively.
This means a lot to us. It means a world wide
recognition of our efforts from the most pertigious IT publication in the World.
DUKE UNIVERSITY
HEALTH SYSTEM
Durham, North Carolina, USA
Computerized Physician Order
Entry
FLORIDA STATE
UNIVERSITY
Tallahassee, Florida, USA
Student Information Management
System
Florida State University is a comprehensive,
public, research university located in the
capital city of Tallahassee, Florida. It is a
senior member of the eleven state universities that compose the State University
System of Florida and offers over 300
degree programs for undergraduate and
graduate students. Florida State University
maintains campuses in Panama City, Florida,
the Republic of Panama, London, England,
and Florence, Italy. Florida State University is
a national leader in providing study abroad
opportunities as well as online learning
opportunities for its students. As host site
of the National High Magnetic Field
Laboratory, Florida State University is noted
for its extensive research while also maintaining internationally recognized programs
in the fine and performing arts. The current
student population is at 38,887 after a
record enrollment year at both the undergraduate and graduate levels.
The goal for me and my team is to do our job
well and advance the interests of Florida
State University. Nonetheless, we have
87
LAUREATES 2006
LAUREATES 2006
actively sought to advance our profession by
sharing innovations with others. We enjoy our
jobs and seek to help other people enjoy
theirs. This doesn’t mean we aren’t competitive, but we do feel that we are doing things
at Florida State that will benefit others so we
do what we can to educate them and learn
from them in return. Personally, I’ve made a
lot of presentations at regional and national
conferences, and I appreciate the publicity it
generates for FSU. However, receiving
recognition from such a recognized name
outside of our profession is a true honor.
With the honor comes a platform from which
we can tout our programs and encourage
others to consider some of the things we
have done. I personally think the Student
Information Management function is needed
on most campuses as it joins research, marketing and communication, data administration, systems and technology functions within
a unified working group that is comprised of
members from the functional side of the
house. It has worked well for us and it continues to keep me inspired - just as this
honor inspires me. I hope others who read
this get inspired as well.
GEORGE
WASHINGTON
UNIVERSITY
Washington, DC, USA
Tiered Storage and Information
Lifecycle Management
LEECH LAKE TRIBAL
COLLEGE
Cass Lake, Minnesota, USA
Tribal College Leads in On
Demand Services
The Leech Lake Band of Ojibwe established
Leech Lake Tribal College by Tribal
Resolution in July 1990. For two years,
courses were offered in extension from the
University of Minnesota at Duluth, Bemidji
State University, Itasca and Brainerd
Community Colleges. In the fall quarter of
1992, Leech Lake Tribal College began offering its own courses leading toward the
Associate of Arts and the Associate of
Applied Sciences Degrees. Leech Lake Tribal
College had its first graduate of the
Associate of Arts program in Anishinaabe
Language and Culture in the spring of 1993.
In 1994, the College was accorded status as
a Land Grant Institution by the United States
Congress. Also in 1994, seventeen graduates
completed their Associate of Arts degrees
and Associate of Applied Science degrees.
By the spring of 1995, the number of graduates had increased to twenty-four. LLTC
moved classrooms and administrative offices
88
to the former Cass Lake High School building
in the fall of 1994, resulting in an increased
student enrollment of 196. These students
enrolled in two-year Associate of Arts transfer degree programs, or in two-year technical
programs leading to an Associate of Applied
Science degree, or in one-year vocational
programs. Today, Leech Lake Tribal College
includes approximately 70 full- and part-time
faulty, staff, administrators, and 200 students.
Most of our students come from the Leech
Lake Reservation and from the surrounding
Reservations in Northern Minnesota.
Approximately 4% of the students enrolled at
the College are non-Indians. Leech Lake
Tribal College completed construction of the
first building of a new campus in 2005, and is
currently in the process of constructing a
second building. A separate building for the
Construction Trades programs will be constructed in 2006, as well. LLTC was accredited as a Vocational School in 1993 and has
maintained that accreditation since. The
College was awarded candidacy status with
the Higher Learning Commission of the North
Central Association in 2001, and candidacy
was continued in 2004. In April of 2006, the
Higher Learning Commission will conduct a
site visit for full accreditation of the College’s
associate degree programs.
It would be a great honor for Leech Lake
Tribal College to participate in the 2006
ComputerWorld Honors program, and would
indicate that our partnernship efforts with
IBM are valuable and worthy of recognition.
NATIONAL
TECHNICAL
INSTITUTE FOR THE
DEAF
Rochester, New York, USA
PEN-International
NEW TECHNOLOGY
FOUNDATION
Napa, California, USA
New Tech High Learning System
NEW YORK CITY
DEPARTMENT OF
EDUCATION
Project Connect
The New York City Department of Education
(DOE) encompasses 1,400 schools across five
boroughs with 1.1 million students and 140,000
employees, including 80,000 teachers. Focused
on leadership, empowerment and accountability
as drivers of educational improvement, Mayor
Bloomberg’s sweeping “Children First” reform
agenda is creating a system where all students
get the resources and support they need to
reach their potential. The school system is now
organized into 10 Regions across the city - each
of which includes approximately 140 schools.
Each Region contains 2, 3 or 4 Community
School Districts, as well as the high schools
located within their geographic boundaries.
Each Region has a Learning Support Center
which houses the instructional leadership team
for the Region as well as a full service Parent
Support Office. Six of the Learning Support
Centers also house Regional Operations Centers
which provide operational support to schools.
The Regions are led by 10 Regional
Superintendents who, together, function as the
senior instructional management team for the
school system and report directly to the Deputy
Chancellor for Teaching and Learning. Within
each Region, the Regional Superintendent
supervises approximately 10 to 12 Local
Instructional Superintendents (“LISes”) , each of
whom has supervisory responsibility for a network of about 10 to 12 schools and principals.
The LISes will provide schools in their networks
with instructional leadership and will support principals and their teachers in implementing the
new instructional approach and improving the
quality of teaching and learning in their schools.
Principals within each network will report directly
to the Local Instructional Superintendent
assigned to lead that network. Under the new
structure, each school will receive greater individualized support and supervision.
It is an honor, and certainly the icing on the cake
to be part of the 2006 Computerworld Honors
Programs. The very reward itself is being part of
a project like Project Connect where you can
see the impact on the teachers and students and know that the project created a solid educational infrastructure in the schools.
OHIO DEPARTMENT
OF EDUCATION
Columbus, Ohio, USA
Interactive Local Report Card
ONEIDA-HERKIMERMADISON BOARD OF
COOPERATIVE
EDUCATION
SERVICES
ST. JOHN’S
UNIVERSITY
Utica, New York, USA
STUDYDOG
Implementation of Voice and
Multimedia Communications
Beaverton, Oregon, USA
Oneida-Herkimer-Madison BOCES was
among the first four Boards of Cooperative
Educational Services established by the New
York State Legislature in 1948. BOCES are
voluntary, cooperative associations of school
districts in a geographic area which work
together to provide educational and business
services more economically than each could
offer by itself. BOCES functions as a link
between local schools and the State
Education Department. Through cooperative
efforts of component school districts, BOCES
offers a wide variety of educational and support services to public education agencies
throughout the state. School districts in
Oneida county and Herkimer county are
served by the OHM BOCES. These 24 districts serve over 40,000 students and 3600
teachers in an area of 1800 square miles.
To be nominated for the 2006
Computerworld Honors Program is more than
simply an accolade. It is the affirmation of the
hard work and dedication of all the people
involved in the Virtual Neighborhood project,
from planning to implementation. Such recognition validates the the use of collaborative
technologies and the power of bringing people together to learn share, and experience
new ways of teaching and learning in the
global environment of the 21st Century.
SAINT ELIZABETH
ANN SETON
CATHOLIC SCHOOL
Las Vegas, Nevada, USA
Learning with Laptops Program
SCHOOL BOARD OF
BROWARD COUNTY
Sunrise, Florida, USA
Project Knexus: OnDemand
Workplace for Education
as bases for coordinated and integrated
approaches to the application of information
technology in museums and archives. MIP
assists museums and archives to broaden
access to primary academic collections and
data by scholars, students and the public.
MIP is currently in the process of merging
with another academic computing department
within Information Systems and Technology,
the Interactive University Project (IU). IU
works to make university teaching and learning resources, including collections, available
to the public, in particular local K-12 schools
and teachers.
Queens, New York, USA
Digital Video Surveillance
Using the Internet to Build a
Lifelong Love of Reading
UNIVERSIDAD DE
ALMERÍA
Almería, Spain
Implementation of an Advanced
Strategic Planning & Control
System in a Public University
Universidad de Almeria was created in 1993,
splitting from major and ancient Universidad
de Granada. From that point nearly 13.000
students stayed in the province of Almeria
and did not have to go to other cities for
developing their studies. The Universidad de
Almeria has been a social milestone, being
the most important social event in the last
200 years.
For a Southern Europe, just developed region
like Andalucia, being nominated for this
important price is being a complete pride,
reflected in the happiness of how people
involved in the University have received it. In
fact, local media is expecting a conference
press to announce the nomination officially.
UNIVERSITY OF
CALIFORNIA AT
BERKELEY
Berkeley, California, USA
Museum Informatics Project
The Museum Informatics Project (MIP), an
academic computing department within
Information Systems and Technology, was
established in 1991 as a collaborative effort
at the University of California, Berkeley to
coordinate the application of information
technology in museums and other organized,
non-book collections. MIP staff work with
faculty, collections managers, and curators to
develop data models, system architectures,
and demonstration and production systems
I am delighted that Business Objects chose
to spotlight the Museum Informatics Project
business intelligence initiative. The nomination confirms that our project is innovative
and unique. I hope our efforts inspire other
museums, archives and collections to undertake a similar project.
UNIVERSITY OF
CALIFORNIA
MERCED
Merced, California, USA
An Identity-Based Service
Architecture
UC Merced opened September 5, 2005, as
the 10th campus in the University of
California system and the first American
research university built in the 21st century.
The campus significantly expands access to
the UC system for students throughout the
state, with a special mission to increase college-going rates among students in the San
Joaquin Valley. It also serves as a major base
of advanced research and as a stimulus to
economic growth and diversification throughout the region. Situated near Yosemite
National Park, the university opened with
nearly 1,000 students in its inaugural year
and is expected to reach a total student population of 25,000 within 30 years.
Being part of the 2006 Computerworld
Honors Program is an impressive recognition
that serves to validate the extent of our
accomplishments and to celebrate an IT staff
that has performed miracles.
89
LAUREATES 2006
UNIVERSITY OF
GEORGIA NEW
MEDIA INSTITUTE
Athens, Georgia, USA
New Media Institute
The New Media Institute (NMI) is an interdisciplinary teaching and research resource at UGA
dedicated to the exploration of the critical, commercial, and creative dimensions of innovative
digital media technology. It’s a focal point for
people (students, faculty, staff, business owners,
everybody) who want to test the potential of
technologies like the Internet. And the NMI
houses the Mobile Media Consortium. As a
department under the Grady College of
Journalism and Mass Communication, the NMI
is interested in what people will want to do with
emerging communications technologies. NMI
believes that the power of new media comes
from the new types of content delivered, not
from the new technology used to deliver it.
In the New Media Institute we are convinced
that mobile media can truly have a positive
impact. This powerful technology can do much
to improve the quality of individuals’ lives and to
make communities stronger. We have developed operational systems that demonstrate
mobile media’s pro-social capabilities. However,
if we don’t expose developers, users, and communities to the possibilities, the potential of
mobile media will not be realized. The 2006
Computerworld Honors Program will provide
valuable exposure that will allow us to expand
our campaign promoting the development of
socially important mobile media applications.
UNIVERSITY OF
NEVADA, RENO
center of learning and research. The
University is comprised of five campuses with
18 undergraduate, graduate, and professional
schools serving more than 32,000 students.
information technology organization provides
UNIVERSITY OF
PITTSBURGH
Secure Remote Access to
Restricted Network Resources
learning and research. The University is comprised of five campuses with eighteen undergraduate, graduate, and professional schools
UNIVERSITY OF
PODLASIE, MAIN
LIBRARY
Siedlce, Poland
BGAP PROLIB
Reno, Nevada, USA
Security Infrastructure
Deployment
UNIVERSITY OF
PITTSBURGH
Implementation of a Robust
Enterprise Email System Using
Microsoft Exchange
1787 as a small, private school located in a
log cabin near Pittsburgh’s three rivers. It has
evolved into an internationally recognized
90
VILLANOVA
UNIVERSITY
Villanova, Pennsylvania, USA
Villanova Applied Finance Lab
The Villanova School of Business, founded in
1922, is part of Villanova University-the only
university in the world founded by the Roman
Catholic Order of Saint Augustine. The
Augustinian values of truth, community, caring,
and leading through service are infused
throughout the business curriculum. The
Villanova School of Business is known for providing students with a rigorous business education, an outstanding liberal arts foundation,
and a firm grounding in ethics. The school-
which recently added 65,000 square feet and
a spacious, light-filled atrium to its main building-prides itself on providing students with
excellent experiential learning opportunities;
producing graduates that business leaders
admire for their practical skills and dependability; and its outstanding career placements.
To be recognized by an established and international publication would significantly add to
the university’s position in higher education.
The increased visibility of Villanova’s integration of technology into the curriculum heightens the awareness of company’s recruiting
Villanova students and affirms the forward
thinking educational opportunity for prospective students considering Villanova University
for a college education. The Honors Program
solidifies Villanova’s School of Business as a
leader in business education.
WHITFIELD SCHOOL
St. Louis, Missouri, USA
Linux Laptop 1 to 1 Program
Founded in 1952, Whitfield School is an independent, coeducational college preparatory
day school for grades 6-12. Located on a
25-acre campus in west St. Louis County,
Whitfield’s demanding academic program
coupled with the support of a dedicated,
world class faculty prepares graduates for
both the college experience and life beyond.
With an average class size of 12 and a school
size of 475, Whitfield is able to develop and
maintain a community of families who value
mutual respect and personal responsibility.
For more information about Whitfield School,
please visit www.whitfieldschool.org.
Simply being nominated to this program is a
major honor. The caliber of other projects
and organizations is tremendous company.
Also, being considered part of this program
may give us additional exposure, which will
help our small school be seen by those much
larger. Even being considered a nominee for
this program gives us additional credibility,
which may help other organizations hear
about and consider this program a viable way
to provide their students a 1:1 computing
opportunity. Many districts simply dismiss this
opportunity as out of their reach. Our hope is
that our program model can help remove that
barrier and open the door for more classrooms to experience the transformative
impact of empowering students with laptops.
ENVIRONMENT, ENERGY
AND AGRICULTURE
LAUREATES 2006
LAUREATES 2006
ENVIRONMENT, ENERGY AND AGRICULTURE
ENVIRONMENT, ENERGY AND AGRICULTURE
BUREAU
VERITAS/BERRYMAN
& HENIGAR
ELECTRICAL SAFETY
AUTHORITY OF
ONTARIO
West Sacramento, California, USA
Mississauga, Canada
Palomar Energy Project
Fieldworker Enterprise
Bureau Veritas Bureau Veritas (BV) is a
world-leader in providing “conformity assessment” services in the areas of building and
facilities, environmental, safety and code compliance. BV has a history that spans 180
years in providing quality, health, safety, environmental and social accountability (QHSE &
SA) services to governmental and industrial
clients world-wide. BV’s mission is to assist
its customers in QHSE & SA management of
their assets, products or services, systems,
and employees. Kevin Wedman Kevin
Wedman has over 25 years of building and
safety experience for both jurisdictions and
public agencies. He is the Program/Project
Manager for the Military Housing Privatization
Division in Bureau Veritas, an international
service company specializing in QHSE management and social accountability. He has
been a Delegate Chief Building Official for
the California Energy Commission since
1997. In 2002 Kevin served the State of Utah
as Deputy Building Official for the 2002
Winter Olympics. Mr. Wedman has an exceptionally strong background in process development and implementation, designing systems and managing work flow and the transfer of information. He also pioneered the
EDSA format (Electronic Documents for
Submittal and Archiving) thru the Adobe
Acrobat program.
On April 1, 1999, Ontario Hydro’s Electrical
Inspection Division became the Electrical
Safety Authority (ESA) assuming the responsibilities previously held by Ontario Hydro’s
Electrical Inspection Division. ESA was established as a not-for-profit corporation following
the Ministry of Consumer and Business
Service’s delegated administrative authority
model that transfers the delivery of services
previously provided by the Ministry to the private sector. The Safety and Consumer
Statutes Administration Act and an
Administrative Agreement with the Ministry
establish the legal framework for ESA’s operation as an Administrative Authority. In addition, ESA is designated the Ontario authority
responsible for electrical safety by Ontario
Regulation 89/99 as the responsible authority for purposes of section 113 of the
Electricity Act, 1998 and associated Ontario
Regulation 10/02 (The Ontario Electrical
Safety Code). The electrical Safety
Authority was established to: o Respond to
fatalities, injuries and fire losses associated
with electricity. o Promote the safe use of
electricity. o Increase public awareness of
the dangers of electricity, and the requirements for ensuring safe electrical applications
and use. o Increase public awareness of the
requirement to have all electrical work
inspected in accordance with the Ontario
Electrical Safety Code.
To be a part of the 2006 Computerworld
Honors Program for Bureau Veritas means to
be recognized for being a leader in the use of
technology to enhance our working environment
and add to the benefit of business and people.
92
Awesome! Really great! Humbling. In a word,
I am honored to have been nominated for the
Computerworld Honors Program. That my
peers have recognized that some good work,
some valuable work was done, means a lot.
This project was a landmark project at ESA. It
was on time, on budget and on quality. It truly
delivered what it set out to do. The end user
inspector base was skeptical and had every
right to be. They were completely blown away
by the solution. And so were the Executive
Group and The Board. This project gave the
IT department a great deal of credibility. I can
truly say that a project like this, especially the
integration to the SAP, had never been done
before. So, it is an honor for a technology
peer group to evaluate the merits of this project and assess that this one has added value
to people’s lives.
ENTERGY
Little Rock, Arizona, USA
Customer Service Improvement
Entergy Corporation is an integrated energy
company engaged primarily electric power
production and retail distribution operations.
Entergy owns and operates power plants with
approximately 30,000 megawatts of electric
generating capacity, and it is the secondlargest nuclear generator in the United
States. Entergy delivers electricity to 2.7 million utility customers in Arkansas, Louisiana,
Mississippi, and Texas. Corporation has annual revenues of more than $10 billion and
approximately 14,000 employees. For more
information, visit www.entergy.com.
This is an excellent format and forum to detail
the process Entergy has gone through to find
the best solution to optimize service to customers, efficiency in call delivery, and to measure the success of the customers experience
and Contact Center performance. I appreciate
having this opportunity to showcase what has
been done and to potentially help other companies as they evaluate the right platform for
how they serve their customers.
SASKCAN PULSE
TRADING
Regina, Canada
ProSoft XP
Saskcan Pulse Trading Inc. was incorporated
in July of 2001. Saskcan’s majority shareholders are three brothers from Turkey, who
also own Arbel Grain, one of the largest
exporters of red lentils in the world. Saskcan
also has Venture Capital shareholders.
Construction of our first facility began in
2002 and our first shipment of lentils was in
January of 2003. We have now grown to
three facilities in Canada and will soon be
expanding again. With annual sales projected
at $65 million dollars for the upcoming year,
Saskcan has become a trusted supplier of
special crops grains to the world, and a trusted purchaser in the eyes of the local producer. Saskcan’s mission statement is based
on the operational philosophy that has made
Arbel a global leader: o To provide a clean
and quality product with reliable and timely
shipments, competitive pricing and flexible
delivery arrangements for bulk, bagged and
packed pulses. Our commitment to supply
guaranteed quality to our clients is ensured
through comprehensive production, execution
and quality control. At inception, the company’s objectives were as follows: o To
become a trusted vehicle for value-added
processing of pulse crops in the Canadian
market. o To reach full capacity of production
for the splitting plant within the first three
years of operation. o To become a trusted
marketing channel for cleaned pulses in
Canada and assist partners to succeed in the
global marketplace. Saskcan has drawn the
attention of many prestigious business
awards including the Saskatchewan Chamber
of Commerce Award for Business Excellence
(ABEX) in 2004 Exports, ABEX Award for
New Business 2003, the Saskatchewan
Trade and Export Partnership Exporter of the
Year 2003, Regina Chamber of Commerce
Business Excellence Paragon Awards for
New Business Venture 2003 and Export
Achievement 2003. The awards for Saskcan
peaked in October 2004 as Saskcan Pulse
was named the Saskatchewan ABEX
Business of the Year for 2004.
Program is a great achievement, both personally
and for the company. I have worked in the agricultural industry for many years and have
worked with many types of accounting systems.
Accounting in the grain industry is particularly
challenging due to the large volumes of grain
received at any given time and the large volume
subsequently shipped out. Manufacturing and
value-added processing cause grain to lose its
original identity and will also cause grain byproducts and some grain loss. This must all be
accounted for, to ensure that proper blending
and cleaning processes are occurring. A further
complication is that special crops grains are not
traded on the futures market so there is an
inherent price risk associated with the buying
and selling of this grain. It is vitally important to
be able to share information on purchases,
sales, inventory, profits and losses with the marketing group so that they can make the right
decisions with respect to grain transactions.
When I joined Saskcan Pulse, there was no
grain accounting system in place. We started
out with three employees, in a rented office,
using basic Microsoft Office products. We have
now grown to 3 facilities, 85 staff and numerous
awards in the areas of export, growth and business achievement. The small start, however,
was the best opportunity I could have been
given. Having come from years of accounting
with systems that were pieced together and
unable to provide accurate and timely information I knew what type of system the company
would need in order to exceed the expectations
of a very tough industry, as well as the expectations of the investors and lenders. SPT went
through some very challenging times, growing
very quickly with a young group of staff. The
systems, processes and reporting that I developed with Prosoft allowed the marketing group
to focus on growing the business, while my
group provided the much needed information in
order to make the right decisions. Being nominated for this award by Progressive is a very big
honor to me and is the “icing on the cake” of
what proved to be a very challenging but even
more rewarding 4 years.
SURREY SATELLITE
TECHNOLOGY LTD
Guildford, Surrey, Great Britain
Disaster Monitoring Constellation
U.S. GREEN
BUILDING COUNCIL
(USGBC)
Washington, DC, USA
USGBC Boosts Green Building
with LEED Online Certification
Process
Twelve years ago, pockets of interest in green
building had developed throughout the building industry, but the movement lacked
momentum. The disparate facets of the
industry had differing needs, ideas, and concerns about green building, and lacked a
forum in which to find common ground and
develop a plan for moving forward.
Additionally, multiple and contradictory definitions of “green” abounded. Green washingespousing sustainable practices for corporate
profit without validating the claims-was rampant, and the market was reluctant to accept
an idea that lacked objective, verifiable standards. The U.S. Green Building Council
(USGBC) was founded in 1993 to lead a
national consensus on green building, and to
bring together the entire building industry to
chart a path to market transformation. Today,
USGBC has more than 6,000 organizational
members, and is the nation’s leading coalition
of corporations, builders, universities, federal
and local agencies, and nonprofits working
together to promote buildings that are environmentally responsible, profitable and
healthy places to live and work. In 1995,
USGBC staff and volunteers began working
on what is now the Leadership in Energy and
Environmental Design (LEED®) Green
Building Rating SystemTM, a voluntary standard for the sustainable design, construction,
and ongoing maintenance of buildings. A pilot
version of LEED was released in1999, and
the market eagerly embraced the system
when it was publicly launched in 2000. LEED
has become the accepted national benchmark-and increasingly the international
benchmark-for high performance buildings.
In addition to the LEED Rating System,
USGBC offers a comprehensive educational
and training program; green building awareness and advocacy; and the industry’s leading
conference, the Greenbuild International
Conference and Expo. USGBC also has an
extensive network of more than 70 regional
groups working to effect market transformation at the local level.
Typically, coalitions are formed because companies need a common voice for marketing or
policy issues. USGBC is no exception, but it
is unique because it has also created a technology-based tool that can be used by all in
the members of its coalition to fundamentally
change the practice of an entire industry.
USGBC is a hybrid organization, and its success makes it a model for other changefocused industries. Part pure business, part
technology provider, part community engager,
part policy developer, USGBC is raising the
bar for the role of coalitions. Participating in
this prestigious awards program has forced
us to pause and consider the great responsibility of this role. It allows us to share with
others the vital role of technology and technology partnerships, and to demonstrate how
partnerships like the one we have with Adobe
can literally change the world.
VALERO ENERGY
CORPORATION
San Antonio, Texas, USA
Reporting Consolidation
The Reporting and Financial Systems are
syncronized to ensure consistent, accurate
and timely information of reporting data at
Valero Energy Corporation. It also ensures the
involvement of the reporting team during the
Financial design and build cycles of any integration.
It is a recognition from an industry leader in
value assessment. It also becomes a peer
acknowledgement of outstanding solutions
provided to our customer base.
93
FINANCE, INSURANCE AND REAL ESTATE
LAUREATES 2006
LAUREATES 2006
AUSTIN MUTUAL
INSURANCE
Minneapolis, Minnesota, USA
Austin Rating Tool (ART): Online
Policy Administration System
Austin Mutual Insurance Company’s origins
date back to 1896 when a group of local
farmers and townspeople in Austin, Minnesota,
organized the Farmers United Township Mutual
Hail Association of Minnesota in order to provide crop hail and later farm windstorm insurance at the lowest possible cost. They decided
that the Company should operate on the
Mutual Care so that the savings from careful
and economical management could be used to
reduce the cost of protection to policyholders.
In 1909 the name was changed to Austin
Mutual Hail Insurance Company of Minnesota
and in 1917 to the Austin Mutual Insurance
Company. Through the years the Company
has grown by expanding lines of insurance
written, states in which we operate, and by
absorbing through merger the St. Paul Mutual
Insurance Company in December 1963;
United Farmers Mutual Insurance Company in
December 1969; and a former companion
company, Austin Mutual Windstorm Insurance
Co., in December 1973. On December 19,
1984, the Company obtained management
control of the Waseca Mutual Insurance
Company through the purchase of $2,000,000
guaranty certificates. Waseca Mutual Insurance
was merged into Northern Mutual Insurance
on January 1, 1999. On October 1, 2003
Northern Mutual was merged into Austin
Mutual Insurance Company.
nearly 100 percent of the state’s health care
providers. Because of our efficient systems,
we can operate with low administrative costsjust 7.2 percent, which is among the lowest for
health insurance companies in the nation.
BCBSND regularly receives awards such as
the Low Cost/High/Performance Award, the
Excellence in Benefit Cost Award and the
Administrative Savings Performance Award
from the Federal Employee Program.
Customer service and support to our members
and business partners has positioned BCBSND as the primary insurer in North Dakota
and as a strong business partner with Blue
Cross and Blue Shield plans in other states.
CLSA LIMITED
ComputerWorld is recognized as a leader in
providing information to IT professionals.
BCBSND continues to be a leader in providing successful solutions to its members and
providers. We appreciate the opportunity to
compete with our peers. Being recognized by
ComputerWorld for these solutions is a great
honor to BCSBND and all of our staff
involved in the creation of this system. Being
named a winner in this competition would
truly be an outstanding achievement.
Derby, Great Britain
BOSTON CAPITAL
Central Repository for Company
Information
CHICAGO STOCK
EXCHANGE
Grid Project
Buenos Aires, Argentina
CISAT
BLUE CROSS BLUE
SHIELD OF NORTH
DAKOTA
Fargo, North Dakota, USA
Healthcare Administration for
Efficiency
Blue Cross Blue Shield of North Dakota is a
healthcare leader in North Dakota. Our core
competencies are technology, claims processing and customer service/support. Our innovative external and internal business technologies make it possible for us to serve approximately 70 percent of the state’s population
who are enrolled in our healthcare products,
and to conduct a business relationship with
96
Storage Area Network
E*TRADE FINANCIAL
Complete Protection Guarantee
EGG
Web Site Refresh
FEDERAL DEPOSIT
INSURANCE
CORPORATION
(FDIC)
Arlington, Virginia, USA
Call Report Modernization
Chicago, Illinois, USA
BANCO COMAFI
88 Queensway, Hong Kong, China
The CHX opened for trading on May 15, 1882.
Initially, the 52 stocks and 82 bonds traded at
the CHX were mostly regional issues. In 1949,
the CHX merged with the St. Louis, Cleveland
and Minneapolis-St. Paul exchanges to become
the Midwest Stock Exchange (MSE). In 1959,
the New Orleans Stock Exchange also merged
with the MSE. Chicago’s subsequent emergence as the “Exchange Capitol of the World”
prompted the CHX to return to its original
name on July 8, 1993. Today, the exchange
trades more than 3,500 NYSE, Amex, Nasdaq
and CHX-exclusive issues.
The honor of having our IT implementation
recognized for its contributions to society and
the IT community is immeasurable. Grid computing is still a relative new concept and our
implementation demonstrates how it can
impact everyday lives and place successful IT
initiatives in the spotlight.
The Federal Financial Institutions Examination
Council (FFIEC) was established in 1979 as
part of reform legislation passed by the U.S.
Congress. It is an interagency body with
authority to prescribe uniform principles, standards, and reporting forms for the federal
examination of financial institutions by the
Board of Governors of the Federal Reserve
System (FRB), the Federal Deposit Insurance
Corporation (FDIC), the National Credit Union
Administration (NCUA), the Office of the
Comptroller of the Currency (OCC), and the
Office of Thrift Supervision (OTS). The FFIEC
also makes recommendations to promote uniformity in the supervision of financial institutions. The CDR handles the financial data
collected from nearly 8,000 banks by three of
these member agencies: the FDIC, the FRB,
and the OCC. Each of these agencies,
described in this case study as Call Report
agencies, has a distinct role in ensuring the
health and stability of the financial system,
although their purviews sometimes overlap.
The FRB, the nation’s central bank, monitors
and manages the money supply and the overall banking system in the United States and
supervises state-chartered banks that are
members of the Federal Reserve System.
The OCC supervises all national banks (i.e., a
federally chartered bank with required membership in the Federal Reserve System).
The FDIC insures deposits up to a certain
amount in all banks and thrifts in the United
States and supervises all state-chartered
banks that do not belong to the Federal
Reserve System.
The benefits of the XBRL technology are clear
to its practitioners. However, conveying the
benefits of a new technology to other groups
so they may also benefit is often difficult.
Undecided organizations often look for this
endorsement to assure that the technology is
vetted by technological peer groups and is
worthy of mature consideration. As shown by
past winners, the award brings special recognition to the significance of the technology and
its benefits to the community. For the FFIEC
Call Report agencies, this award helps build
support for the spread of XBRL, both as a
best practice and as a worthwhile benefit to
insured depositors and the financial community
as a whole. To the FFIEC Call Report agencies, the recognition that accompanies this
award will help convince those for whom the
benefit and significance of fundamental technologies is not always apparent. An award by
the peers and leaders of industry showcases
the forward thinking shown by the FFIEC Call
Report agencies and demonstrates that this is
a mature and mainstream technology.
FIDELITY
INVESTMENTS
Financial Search
FIDELITY NATIONAL
TITLE GROUP
Jacksonville, Florida, USA
New Title Operations Architecture
Fidelity National Title Group, Inc. is the
nation’s largest title insurance company. The
Company’s title insurance underwriters Fidelity National Title, Chicago Title, Ticor
Title, Security Union Title and Alamo Title issue approximately 31 percent of all title
insurance policies in the United States.
Through its direct operations and agencies,
the Company provides title insurance in 49
states, the District of Columbia, Guam,
Mexico, Puerto Rico, the U.S. Virgin Islands
and Canada. In 2005, FNT also acquired
Service Link, a leading provider of title and
closing services to major financial institutions
and lenders, including six of the top 10 lending institutions in the United States ranked by
loan origination volume. More information
about Fidelity National Title Group can be
found at www.fntg.com
The Computerworld Honors Program is an
incredible honor because unlike other awards
in IT-this program recognizes the people and
organizations that use information technology
for the betterment of society. This strikes a
very close chord with Fidelity National Title
Group as we always strive to positively impact
our customers and the communities we work
with through our five precepts. Fidelity
remains committed today as ever to those
five precepts of close customer relationships,
autonomy and entrepreneurship, bias for
action, minimal bureaucracy and employee
ownership that truly drive our culture and provide the framework for how we manage our
business every single day.
FISERV
ing companies date to 1871, when The Life
Insurance Company of Virginia wrote its first
policy. During the past 135 years, we have
built an extensive family of financially solid,
well-respected insurance companies and distribution partnerships. In 1871, we wrote
our first policy as Life of Virginia In 1955,
we sold our first fixed life policy through independent brokerage In 1980, we wrote our
first mortgage insurance policy For 24
years, we’ve provided universal life products
For 30 years, we’ve provided long term care
insurance For 33 years, we’ve provided payment protection insurance in Europe *
Coverages available from the Genworth
Financial family of companies.
Lake Mary, Florida, USA
Titan
Imagesoft has been developing imaged document archives for the finance industry since
1987. Throughout this period, there have
been three major problems that have plagued
this activity: o Being able to capture a full
day’s worth of document images 14 million to
40 million images in a 6 to 8 hour period.
Maintaining and managing an archive growing
by this rate for a minimum of 7-years. o
Being able to handle the ever-growing
requirements of archived images across the
whole universe of financial industry requirements in the time frames required. o Being
able to respond to the needs and demands of
the ever growing finance industry quickly, with
absolute quality, and taking advantage easily
and quickly of the ever-expanding capabilities
of new equipment. To accomplish this, Fiserv
Imagesoft has developed the most dynamic
high performing archive and suite of related
Financial Industry applications on the market
today. This suite of products is able to be
deployed by the largest to the smallest financial institutions with equal ease. This paper
will use as its single case study the Fiserv
National Archive currently located in Atlanta
Ga. and doing the processing for over 1200
financial institutions nationwide every day.
GENWORTH
FINANCIAL
Richmond, Virginia, USA
Contact Center
Genworth Financial is among the largest U.S.
insurance and financial services holding companies, with an expanding international presence. With roots that go back more than a
century, we launched as a new publicly traded
company in 2004 with the largest IPO of the
year. Already, we’re a component of the S&P
500 index of leading U.S. companies, and will
be a member of the Fortune 500 when the
2005 list is announced. Heritage
Underlying our youth as Genworth, our found-
I feel privileged and honored to be nominated
for the Computer World Honors Award. The
nomination gives me great pride in the work I
do for Genworth Financial. I look forward in
seeing this process through.
JP MORGAN CHASE
Virtualized Automation
JP MORGAN CHASE
Columbus, Ohio, USA
Enterprise Reporting Tool
Implementation
JPMorgan Chase & Co. (NYSE: JPM) is a
leading global financial services firm with
assets of $1.2 trillion and operations in more
than 50 countries. The firm is a leader in
investment banking, financial services for
consumers and businesses, financial transaction processing, asset and wealth management, and private equity. A component of the
Dow Jones Industrial Average, JPMorgan
Chase & Co. has its corporate headquarters
in New York and its U.S. retail financial services and commercial banking headquarters in
Chicago. Under the JPMorgan, Chase and
Bank One brands, the firm serves millions of
consumers in the United States and many of
the world’s most prominent corporate, institutional and government clients. The
Enterprise Computing Services (ECS) division
is responsible for all of JPMorgan Chase &
Co.’s mainframe software applications.
M&T BANK
CORPORATION
Buffalo, New York, USA
M&T Bank Protects Itself with
Symantec Solutions
97
LAUREATES 2006
NATIONWIDE
INSURANCE
Dublin, Ohio, USA
AT&T VoiceTone
Over the last 80 years Nationwide has gone
from a small auto insurer for Ohio farmers, to
one of the largest insurance and financial services companies in the world with more than
$157 billion in statutory assets.
Today,
Nationwide, based in Columbus, Ohio, is one of
the largest diversified insurance and financial
services organizations in the world, with more
than $157 billion in assets. Nationwide ranks
#98 on the Fortune 100 list. The company
provides a full range of insurance and financial
services, including auto, homeowners, life, specialty insurance products, commercial insurance, administrative services, annuities, mutual
funds, pensions and long-term savings plans.
Recognition by the Computerworld Honors
Program is a tremendous honor as the committee commemorates the contributions that
individuals and organizations have made
toward the betterment of society and who are
world leaders in IT revolution. At Pacific
Capital Bancorp, we pride ourselves on our
dedication to providing our customers with
dependable and leading banking services by
maximizing our IT assets. Pacific Capital
Bancorp is a partnership which keeps its
banks firmly rooted in their communities with
local leadership, responsiveness and flexibility,
while accruing its shareholders the economic
benefits of shared technology, operating efficiencies, product development and financial
services diversity.
SE2
Topeka, Kansas, USA
THE HANOVER
INSURANCE GROUP
Worcester, Massachusetts, USA
Agent Enhancement Projects
The Hanover Insurance Group, Inc., based in
Worcester, Mass., is the holding company for
a group of insurers that includes The Hanover
Insurance Company, also based in Worcester,
Citizens Insurance Company of America,
headquartered in Howell, Michigan, and their
affiliates. The Hanover offers a wide range of
property and casualty products and services
to individuals, families and businesses
through an extensive network of , and has
been meeting its obligations to its agent partners and their customers for more than 150
years. Taken as a group, The Hanover ranks
among the top 35 of more than 950 property
and casualty insurers in the United States.
se2 Annuities Processing Solution
The natural disasters of 2005 created many
challenges for everyone. Nationwide wanted
to take those key learnings and deliver a better
experience for their clients. Nationwide is
proud to help to make a stressful situation for
their clients a little less stressful. This application of AT&T VoiceTone/Natural Language and
the work involved to deliver this application has
certainly helped to deliver a better experience
for Nationwide’s client and Nationwide wants
to share that story with others. After all, when
Life comes at you fast, it is a good thing that
Nationwide is On Your Side ®!
PACIFIC CAPITAL
BANCORP
Goleta, California, USA
Project SAN
Pacific Capital Bancorp, (Nasdaq:PCBC) is the
holding company for Pacific Capital Bank, N.A.,
the largest independent banking company headquartered on the Central Coast of California.
With 48 branches and $6.7 billion in assets, the
company operates under the local brand names
of Santa Barbara Bank & Trust, First National
Bank of Central California, South Valley National
Bank, San Benito Bank, Pacific Capital Bank,
and First Bank of San Luis Obispo. PCB combines the breadth of financial products typically
associated with the larger financial institutions
with the type of value-added customer service
that has differentiated its brands for more than
45 years. The company offers several products
that differentiate it among community banks,
including successful electronic income tax refund
programs, indirect auto finance, commercial
equipment leasing, and the largest Trust &
Investment Services operation in its markets.
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se2 was created in 2004 as a division of
Security Benefit, a financial services and
retirement plan provider with more than $15
billion in assets under management. Since its
inception, se2 has undertaken the servicing
of nearly one million accounts. se2 offers
service end-to-end for life and annuity processing with a state-of-the-art technology
platform and an astute understanding of regulatory compliance issues unique and specific
to the financial services industry. se2’s life
and annuity acumen, coupled with its dedicated processing capabilities, places it in the
forefront of the business processing outsourcing (BPO) industry.
That the Business and IT partnership is truly
validated. We have earned our place among
the top P&C Companies in the country.
USP DESIGNS (PTY)
LTD
Witpoortjie, South Africa
CyberAgent Mobile
Honors Program gives us the opportunity to
showcase the significant innovations that
have been accomplished by se2 in the annuity processing arena. It is also a validation of
our efforts to recognize and address in a truly
unique way the emerging challenges of the
insurance industry.
THE BANK OF NEW
YORK
New York City, New York, USA
TPC Data Center Consolidation
Project
GOVERNMENT AND
NON-PROFIT ORGANIZATIONS
LAUREATES 2006
LAUREATES 2006
GOVERNMENT AND NON-PROFIT ORGANIZATIONS
AFRICAN MEDICAL
AND RESEARCH
FOUNDATION
(AMREF)
London, Great Britain
Kenya Nurses Training Program
AMBER ALERT
Scottsdale, Arizona, USA
tions of Iraq. We believe the Computerworld
Honors Program will stand as a testament to
the risks and sacrifices our implementers have
undergone, in deploying the IFMIS solution.
An opportunity to improve the profile of
GYST/Snowball. Garner further support for
the project.
BULGARIAN
CHAMBER OF
COMMERCE &
INDUSTRY
CENTERS FOR
DISEASE CONTROL
AND PREVENTION
Sofia, Bulgaria
Electronic Information System
HIV Prevention Program
Evaluation and Monitoring
AMBER Alert Portal
BEARINGPOINT
McLean, Virginia, USA
Overall Project: Iraq Economic
Governance II. IT Portion of the
Project: Iraq Financial
Management Information System
(IFMIS)
About BearingPoint, Inc. BearingPoint, Inc.
(NYSE: BE) is one of the world’s largest
providers of management and technology consulting services to Global 2000 companies and
government organizations in 60 countries
worldwide. Based in McLean, Va., the firm has
$3.4 billion in annual revenues, more than
17,500 employees, and major practice areas
focusing on the Public Services, Financial
Services and Commercial Services markets.
For nearly 100 years, BearingPoint professionals have built a reputation for knowing what it
takes to help clients achieve their goals, and
working closely with them to get the job done.
For more information, visit the Company’s website at www.BearingPoint.com. About F5
Networks, Inc. F5 Networks is the global
leader in Application Delivery Networking. F5
provides solutions that make applications
secure, fast, and available for everyone, helping
organizations get the most out of their investment. By adding intelligence and manageability
into the network to offload applications, F5
optimizes applications and allows them to work
faster and consume fewer resources. F5’s
extensible architecture intelligently integrates
application optimization, protects the application and the network, and delivers application
reliability - all on one universal platform. Over
10,000 organizations and service providers
worldwide trust F5 to keep their applications
running. The company is headquartered in
Seattle, Washington with offices worldwide. For
more information, go to www.f5.com.
BearingPoint is very proud of the work our
advisors have accomplished in Iraq. Through
the USAID-funded effort, we believe we are
making a real impact on the future genera-
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CALIFORNIA
DEPARTMENT OF
HEALTH SERVICES
Sacramento, California, USA
Genetic Disease Screening
Information System
CARE/DUNIA SOKO
Ottawa, Canada
Emergency Response Portal
GDG is an independent, not-for-profit corporation that provides effective and affordable
information-technology tools, and expertise in
human-resource management and international trade to governments, development
agencies and NGOs. Our services include:
reliable telecommunications connectivity, portfolio-management and performance-measurement applications, turnkey humanresource management solutions and international trade services. Our understanding of
the unique needs of international development runs deep; it has been with us since the
beginning. GDG evolved out of one of
Canada’s largest NGOs where we honed our
skills in providing high-quality IT and HR services to a large, globally-dispersed workforce
that often operated in high-risk and unstable
regions. Now all organizations can capitalize
on our economies of scale. Our corporation
has three divisions: i2K covers your information technology, telecommunication, and
knowledge management needs. iHR helps
you recruit, deploy and support a diverse and
global workforce while improving your own
HR infrastructure and practices using stateof-the-art tools and methods. iTrade gives
you access to a network of procurement and
logistics specialists, provides *monetization
solutions, and identifies markets for thirdworld commodities. Our tools and services
equip your people so they can focus on what
they do best - helping people.
The Centers for Disease Control and
Prevention (CDC) provides national leadership in helping control the HIV epidemic by
working with community, state, national, and
international partners in surveillance,
research, prevention, and evaluation activities.
These activities are critically important, as
CDC estimates that between 800,000 and
900,000 Americans currently are living with
HIV. As the number of people living with
AIDS is increasing, effective new drug therapies are keeping HIV-infected persons
healthy longer and dramatically reducing the
death rate. CDC employs a comprehensive
approach to preventing further spread of HIV
and AIDS; strategies include monitoring the
epidemic to target prevention and care activities, researching the effectiveness of prevention methods, funding local prevention efforts
for high-risk communities, and fostering linkages with care and treatment programs.
through foster care, adoption, and child welfare services, and to protect children against
abuse or neglect. There are approximately
2,600 children in foster care in the District
and an additional 2,600 children at home with
families who are receiving services to maintain
stability. Each child and family in our care
requires careful attention and management.
In the early 1990’s, CFSA was perceived to
be an agency in decline. In 1995, a federal
court placed CFSA under court receivership.
The emergence of the Agency from receivership would depend upon dramatic improvements in the quality of our care combined with
the ability to measure those improvements.
CFSA had to become reorganized and reenergized by creating an effective child welfare data system to manage performance. Our
State Automated Child Welfare Information
System (SACWIS) has enhanced our ability to
effectively manage caseloads, exchange data
with partner agencies, and conduct performance-based reporting. After six years of federal receivership, CFSA was reorganized as a
cabinet-level agency in 2001.
The District of Columbia Child and Family
Services Agency, is proud to be nominated
for the 2006 Computerworld Honors
Program. Information technology initiatives
are not often recognized as playing a critical
part in supporting effective, efficient and quality social work practice. FACES.NET has
been a significant undertaking with the ultimate goal of improved results for our children
and families; to be recognized for having a
part in that role is magnificent.
CDC is proud to be nominated for the 2006
Computerworld Honors Program; our staff is
motivated by professional dedication and
commitment to controlling and preventing the
virus that causes HIV/AIDS. As it is rare for
IT initiatives targeting community and nonprofit organizations to be recognized for originality and innovation, we appreciate the
opportunity to participate in your program.
CITY OF CHASKA,
MINNESOTA
CHILD & FAMILY
SERVICES AGENCY,
DISTRICT OF
COLUMBIA
Drancy, France
Washington, DC, USA
FACES.NET
Our mission at the District of Columbia’s Child
and Family Services Agency’s (CFSA) is to
promote the safety, permanence, and well
being of children and families in the District of
Columbia. The agency coordinates public and
private partnerships to preserve families
Chaska, Minnesota, USA
City Wireless Mesh Network
Management
CITY OF DRANCY,
FRANCE
Communications Infrastructure
CITY OF HOUSTON ILMS ITEAM
Houston, Texas, USA
CITY OF
INDIANAPOLIS,
INDIANA
OVERLORD (ILMS Transition
Project)
Indianapolis, Indiana, USA
The City of Houston’s Integrated Land
Management System is 18+ years old and in
itself is a Data Warehouse. Building Inspection
iTEAM is responsible for providing and coordinating ILMS systems and the business information related services for approximately 1,200
users in several locations for six city departments and several operating divisions. The
scope of service includes application and systems support and facilitating business analysis
to help improve delivery of service to their customers. Our client base includes organizations
in charge of the City’s Infrastructure, Code
Enforcement construction activities, Engineering
and Construction, Planning and Development
Services, Public Utilities, Resource Management.
The newly created Planning and Development
Services Division is responsible for a variety of
operations related to utilities planning and the
permitting/inspection process. From the initial
analysis of the availability of public utilities to a
vacant tract of land, to the planning and design
of a new development, to the issuance of a
building permit and a certificate of occupancy,
this division’s mission is to facilitate and
enhance the land development/permitting
process. Engineers, architects, developers and
other customers can find assistance within this
division for such items as abandoning public
easements and rights of way, construction of
new water and/or wastewater lines in public
rights of way, obtaining utility commitment letters, storm drainage and storm water quality
control requirements, permitting and code
requirements, inspections and fees.
The Information Services Agency, ISA, provides
Information Technology services to the City of
Indianapolis/Marion County. The City of
Indianapolis/Marion County is a Unigov that
combines many like functions that cross both
city and county agencies. ISA is one of the
true Unigov agencies, providing services equally to both city and county agencies. This setup
can be challenging as we have so many different types of agencies utilizing our services.
Citizen Service Improvement
Being nominated for this award means the
iTEAM efforts to improve service and accessibility to information from the ILMS application are noteworthy. This is a true team effort
and collaboration between public and private
organizations to help improve the environment for the citizens of this city by making
public information easier and more ready
available. The iTeam most important goal is
making information more accessible to both
internal and external organizations, and the
citizens of Houston. Acquiring a product with
flexibly, that allow easy access, and is robust
enough to handle the needs of a city this size
is a win-win for all.
I am deeply honored to be nominated for the
Computerworld Honors Program. I believe
that the City of Indianapolis/Marion County
and Avaya make a great team. We have
leveraged the IT services available to us and
continue to grow and mature the solution. I
am pleased that they have the confidence in
me an my abilities to recommend me for this
honor. Thank you for the consideration.
CITY OF NEWARK,
NEW JERSEY OFFICE
OF MANAGEMENT
AND BUDGET
Newark, New Jersey, USA
Newark Document Express
(NDEX)
Newark is New Jersey’s largest urban center
and America’s third oldest major city, having
been founded in 1666. After decades of
decline and disinvestment, Newark today is
attracting national attention for its ongoing
rebirth and renewal under the leadership of
Mayor Sharpe James, who has served for 20
years. Crime and unemployment are both
down, achieving levels unseen in decades.
Also, after years of decline, the population is
showing signs of growth. Neighborhoods are
witnessing a boom of housing, opportunity,
and hope. Businesses are relocating and
expanding. Major educational reforms are
underway. Bricks and mortar investment in
Newark between 1995 and 2010 is estimated to total several hundred million dollars per
square mile - approximately $12-14 billion for
the city as a whole. While more remains to be
done, the reality of Newark is of a city on the
rise. This information was obtained from the
GoNewark Web site.
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LAUREATES 2006
LAUREATES 2006
CITY OF OGDEN, UTAH
Ogden, Utah, USA
Rental Property Management
Project
Ogden City (pop. 80,000), situated at the
base of the Wasatch Mountains and located
35 miles north of Salt Lake City was a major
site for the 2002 Olympics, hosting the
Downhill, Super G races, as well as Olympic
Curling. Ogden City is a recognized leader in
e-government; In 2004 the City was named
as the #1 Digital City (and in the top 3 over
the last 3 years) by the National League of
Cities and Center for Digital Government,
awarded the 3CMA Savvy award for Best
Technology and Internet Services; honorablemention in the Best Practices in Storage
award program sponsored by the Storage
Networking Industry Association (SNIA); and
was named by Yahoo Internet Life as both
one of the top seven city websites and one of
the most wired metros in the nation.
The Computerworld Honors Program recognizes the exceptional in the field of technology. Although Ogden City’s Information
Technology Division and leadership has been
repeatedly recognized for it leadership in government and technology, This nomination for
consideration as part of the Computerworld
Honors Program stands out; Ogden City is
humbled to be nominated and considered for
recognition among the truly exceptional projects and programs which have received nomination and recognition in the past.
COMMONWEALTH
OF PENNSYLVANIA
Harrisburg, Pennsylvania, USA
Business Solutions Center of
Excellence (BSCoE)’s Software
Repository
DEPTARTMENT OF
DEFENSE - JOINT
REQUIREMENTS &
INTEGRATION
OFFICE (JR&IO)
Arlington, Virginia, USA
HR Management Transformation
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DEPTARTMENT OF
DEFENSE - TMA
PRIVACY OFFICE
Falls Church, Virginia, USA
HIPAA Implementation
Inclusion of the TMA Privacy Office HIPAA
Implementation Project in the Computerworld
Honors Program is an opportunity to highlight
the effective use of technology to communicate a wide sweeping initiative. HIPAA drives
a fundamental change in how organizations
must be held responsible for the use and disclosure of personal health information entrusted to them. It is hoped that by seeing the successes of TMA’s implementation, other organizations will be inspired to uphold the spirit and
intention of the HIPAA legislation.
DEVELOPMENT
AUTHORITY OF THE
NORTH COUNTRY
Watertown, New York, USA
Open Access Telecommunications
Network
The Development Authority of the North
Country was created by New York State in
1985, to develop infrastructure and community development projects in Jefferson, Lewis,
and St. Lawrence Counties in rural northern
New York State. The initial projects of the
Authority supported the expansion of the U.S.
Army base Fort Drum, which brought 30,000
new people to the region from 1986 to
1990. These projects included creation of
water and sewer transmission facilities (which
now service nearly 70,000 people in the
region) and financing for housing developers
(leveraging over $100 million in total investment to date). Other significant Authority
projects followed, including construction and
operation of a state of the art solid waste
management facility; creation of the first consortium of rural governments in the country to
access HUD’s HOME Program; financing for
projects that revitalized historic buildings in
small communities for housing and commercial use; financing for farmers and small business owners; and, most recently, development
of the Open Access Telecom Network.
Honors Program is important for the Authority
and the region we serve. Too often rural
areas are the last to benefit from changes in
technology. Participation in the
Computerworld Honors Program would recog-
nize the tremendous efforts that went in to
development of the Open Access Telecom
Network, and the vast opportunity for economic and community change that it repesents.
DUBAI
EGOVERNMENT
Dubai, United Arab Emirates
Dubai eGovernment Mobile Portal
Dubai eGovernment is a pioneering initiative in
the region to provide online services across
the spectrum of corporate and community life
in the emirate. It also has a vision to integrate
individually automated government departments under the single umbrella of the
eGovernment initiative, thus empowering
employees across lines of businesses and levels of government, besides facilitating the lives
of citizens and customers of the government.
Dubai has taken a lead in the region in
deploying eGovernment applications and is
among the first few governments in the world
to provide such integrated services to its citizens. Dubai eGovernment vision is to ease the
lives of people and businesses interacting with
the government and to contribute in establishing Dubai as a leading economic hub. Dubai
eGovernment is striving to achieve a virtual
government through provisioning of high-quality customer focused eServices for individuals,
businesses and government departments and
is aiming to promote eServices adoption
through customer management.
It is very exciting for Dubai eGovernment to
participate in this global competition. Dubai
eGovernment has progressed significantly in
the past couple of years and has been recognized as the most innovative and advanced
eGovernment in the Middle East region. This
program will indicate whether these achievements can also be termed as successes in a
more global sense.
labor union rules. Prior to the Washington
Department of Corrections project we had
implemented a scheduling solution for
Washington State Ferries, a state organization
with 1,400 employees, 31 large vessels
across 14 locations, overlaid with a snarled
tapestry of four labor unions and 14 collective bargaining agreements. We sensed a real
opportunity to develop a product and grow
from there. We developed a system for them
and got our start in strategic workforce management. Three years ago we took the knowledge of what we learned from that project
and built ATLAS from the ground up into a
product Emerald City could sell. A prison is
a complex environment, but at least it is stationary. The ferries presented an added
dimension of complication by having the location of the facility where the scheduling was
occurring move through different labor jurisdictions, which changed the rules governing
the schedule. Our ability to handle complex
labor rules is what differentiates us from our
large competitors; they focus on non-union
environments which are far, far less complex.
We developed a great deal of respect for the
correctional officers we worked with during the
course of the project. They have a difficult, dangerous, and stressful job that is nearly inconceivable to most people. Emerald City Software
was able to improve their work circumstances
through technology. Being a part of the
Computerworld Honors Program is a validation
of technology; it’s an acknowledgement that
technology is not just about better-fastercheaper, it’s also about making people’s lives
better and recognizing this characteristic of
technology with an historical perspective. The
technical community is loosely knit and largely
individualistic. The Computerworld Honors
Program is a focal point of this community. We
are honored to be a part of this program and
the underlying principles it represents.
ERIE COUNTY, NEW
YORK
Erie County
EMERALD CITY
SOFTWARE
Seattle, Washington, USA
Washington Department of
Corrections Enterprise Workforce
Management (ATLAS)
Emerald City Software has been in business
since 1994; we are a small company with
fewer than 20 employees. Our primary niche
is in the area of workforce management,
especially as it relates to the labyrinth of
The recognition and validation brought by the
2006 Computerworld Honors Program for
the hundreds of county workers who have
dedicated 6 years of their careers to implementing an enterprise technical infrastructure
is the benefit. What started as a vision put
forth by the Administration was engineered,
planned and implemented by technical workers, business process owners, system users
and managers.
program to attain national prominence. The
Department administers support to provide superior service to customers, innovate and improve
our processes, assist in achieving operational
objectives through the use of technology, and
educate our customers and partners. Executive
direction; Administrative services; Information
technology
FLORIDA
DEPARTMENT OF
REVENUE
Tallahassee, Florida, USA
System for Unified Taxation
(SUNTAX)
The Florida Department of Revenue (DOR) is a
public organization in the executive branch of
Florida state government. The Governor and
Cabinet serve as the official head or “board of
directors” of the Department. Operating under an
FY 2005-06 budget appropriation of $480 million, the Department has 5,433 authorized fulltime employees located in sixty-seven locations
throughout the state and in nine facilities in eight
other states. Summarized below are the
Department’s primary responsibilities and some
additional information on each program.
Programs Description Outputs Child Support
Enforcement (CSE) The Department of Revenue
is responsible for the administration of Florida’s
Child Support Enforcement program. The
Department’s Child Support Enforcement program helps children get the financial support they
need when it is not received from one or both
parents. Establishment of paternity; Orders
establishing support obligations; Support collections to families; Health care coverage for children; Enforcement actions for non-support o
Reimbursements to federal and state governments for temporary cash assistance payments
General Tax Administration (GTA) The
Department of Revenue is responsible for the
administration of tax collection, tax enforcement,
tax processing, taxpayer registration, and fund
distribution, as well as for providing taxpayer
assistance and resolution of taxpayer complaints.
The Department’s General Tax Administration
program administers approximately 36 taxes and
fees, and collected approximately $38 billion in
FY 2005-06. Major taxes include sales, documentary stamp, corporate income, unemployment,
fuel, and communication services. Establishment
and maintenance of taxpayer accounts; Taxpayer
requirements and assistance; Processed returns
and revenue; Distributed revenue to GR, trust
funds and local governments; Enforcement
actions; Resolution of disputes Property Tax
Administration (PTA) The Department of Revenue
is responsible for the oversight of the ad valorem
tax law including property valuation and assessment standards and review. The Department’s
Property Tax Administration program oversees the
collection of taxes on more than 10.3 million real
and centrally assessed parcels and tangible personal property accounts. Ratio studies of the
quality of local assessment rolls; Guidelines and
regulation to ensure uniform assessment levels
across the state; Orders enforcing compliance
with millage (property tax rate) levying procedures; Review of taxpayer applications for refunds
and tax certificate cancellation/ correction
Executive and Department Support The
Department of Revenue provides leadership to
create a workplace where everyone accepts and
embraces the critical changes necessary for each
Being recognized by the Computerworld
Honors program would be an honor for the
Department of Revenue and provide a world
class forum for sharing our successful story
so that others may benefit. Other public and
private entities can learn from our successes
and benefit by understanding not repeating
our missteps.
INTERNATIONAL
ASSOCIATION OF
FIRE CHIEFS
Fairfax, Virginia, USA
National Fire Fighter Near-Miss
Reporting System
Established in 1873, the International
Association of Fire Chiefs (IAFC) is a powerful network of more than 12,000 chief fire
and emergency officers. Our members are
the world’s leading experts in fire fighting,
emergency medical services, terrorism
response, hazardous materials spills, natural
disasters, search & rescue, and public safety
legislation. To provide leadership to career
and volunteer chiefs, chief fire officers and
managers of emergency service organizations
throughout the international community
through vision, information, education, services and representation to enhance their professionalism and capabilities.
On behalf of the International Association of
Fire Chiefs, it is an honor to be nominated for
the Computerworld Honors Program. The
International Association of Fire Chiefs has a
long history of promoting firefighter safety
through the use of technology. Usually this
technology is found in fire engines and command centers. The National Fire Fighter
Near-Miss Reporting System utilizes technology in a new way for the fire service community although it is based on the time-honored
tradition of firefighters telling stories. These
“stories” have the ability to prevent an injury
or fatality and now these lessons learned can
be shared with anyone with internet access.
Together with our partners and supporters,
we appreciate the acknowledgement of the
work that is being done on this project to
reduce firefighter fatalities and injuries.
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LAUREATES 2006
LAUREATES 2006
ITALIAN TREASURY
DEPARTMENT
(CONSIP)
Rome, Italy
PointRGS
Consip was born 8 years ago as the IT structure of Ministry of Economy.The Consip is
100% of ministry.
We are very proud to partecipate at this program
KANE COUNTY
CORONER
Geneva, Illinois, USA
Coroner’s Office Automation
System (COAS)
Because the Kane County Coroner’s Office
serves a number of diverse populations, the
true scope of the COAS project’s benefits is
difficult to determine. In order to provide a
sense of the impact which the project has had
upon Kane County and its surrounding communities, we have provided demographic figures
which require additional explanation. * As
noted in the narrative above, the COAS benefits
a large number of Kane County citizens and
other stakeholders. ** The figures provided for
questions relating to total annual revenue,
annual IT budget, and number of employees
pertain to the entirety of Kane County.
LAKE FOREST
HOSPITAL
Lake Forest, Illinois, USA
High Availability and Secure,
Remote Access for Hospital
Single Enterprise Network
Lake Forest Hospital From its beginning in
1899 as the Alice Home Hospital on the
campus of Lake Forest College, and continuing since 1942 in its present location on the
grounds of the former Dick family farm, Lake
Forest Hospital (LFH) remains on the leading
edge of medical technology and is committed
to providing quality healthcare with a personal
touch. Over the past 100 years, and with the
generous support of the community, LFH has
grown into a 214-bed not-for- profit community hospital offering an unmatched continuum of healthcare services. In addition to the
104
medical office buildings on its main Lake
Forest campus, LFH offers healthcare services at several convenient Lake County facilities and anticipates continued growth in the
future. A recent consumer survey by National
Research Corporation (NRC) named Lake
Forest Hospital “Lake-Kenosha’s Most
Preferred Hospital: Overall Quality & Image”
for 2005/06.
Every person connected with our organization
is focused on our mission of optimizing the
quality of life for the people we serve,” said
Manfred. “We strive to expand beyond the
traditional focus on medical needs to encompass the needs of the whole person. The
infrastructure we’ve put in place helps our
people focus on the right things. We’re proud
that as an information technology staff, we’ve
been able to go beyond the traditional focus
as well. We’ve made our solutions as transparent as possible so the user doesn’t even
have to think about how they work. That’s
how we know we’ve done our job.
LEEDS CITY
COUNCIL
Leeds, Great Britain
Marion County. Each Commissioner represents one of the five districts in which they
reside. They are elected by all county voters
to serve a four year term. A Chairman and
Vice-Chairman are elected by the Board
members each year. The Board of County
Commissioner’s overall operating budget
includes the County Administrator and 25
various departments and is funded through
General County Ad Valorem taxes and various
other revenue sources. Ad Valorem taxes are
also used to fund the elected constitutional
officers, state mandated programs such as
medicaid, and various other programs.
Marion County’s population has increased
40% within the last 10 years. This unprecedented growth has challenged us to find
innovative and resourceful funding options for
the increasing demand on services. Building
public/private partnerships is one option
which has proven to be our most successful.
Being nominated for the Computerworld
Honors Program is a significant achievement
for Marion County Board of County
Commissioners, the Information Systems
Department and me. It is nice to have an
outside organization recognize the importance
and significance of our work. I am very proud
of my staff, co-workers, and management for
bringing this plan to fruition.
Online Services
Highlights the profile of Leeds City Council to
be recognised for the excellent work that the
employees undertake to enable us to deliver
our mission of ‘Putting Customers First’.
MARION COUNTY,
FLORIDA
Ocala, Florida, USA
Network Upgrade
About Marion County The US Government
acquired Florida in 1821. Pioneers in Marion
County came to the area for free land offered
under the Armed Occupation Act during the
1840s. Six military roads converged on Fort
King near what is now the center or Marion
County, making it an obvious meeting place.
Between 1842 and 1844, the county was
still a part of Alachua, Mosquito (Orange) and
Hillsborough counties. Gabriel Priest, the first
state senator from Marion, represented
Alachua County when he introduced the bill
to create the new county. The territorial legislative council authorized the formation of
Marion County, and the law was signed by
Richard Keith Call, the territorial governor, on
March 25, 1844. County Commissioners
The Board of County Commissioners is the
primary legislative and policy-making body for
MIAMI-DADE POLICE
DEPARTMENT
TRAINING BUREAU
Miami, Florida, USA
Miami-Dade Police Department
Training
Miami-Dade County has a total population of
more than 2.3 million and encompasses more
than 2,000 square miles. As the largest metropolitan area in Florida, Miami-Dade County
is home to thirty-four municipalities and one
of the largest unincorporated areas in the
country. The Miami-Dade Police Department
(MDPD) oversees and protects this vast area,
and relies on its Metropolitan Police Institute
Training Bureau to deliver cutting edge training to all of the Officers and staff that are
spread out through out the County.
MICHIGAN
DEPARTMENT OF
CIVIL SERVICE
Lansing, Michigan, USA
HRMN Optimization
With its current embodiment officially established
by the Executive Organization Act of 1965 following the directive of the Michigan constitution
of 1963, the Department of Civil Service (DCS) is
the central human resource agency for the State
of Michigan and is the parent organization for the
nominated program. The Department of Civil
Service is responsible for issuing rules and regulations regarding the classification of all positions,
rates of compensation, testing, performance evaluation, training and development, and conditions
of employment. These rules and regulations
guide DCS relationships with the HR offices of
the 18 primary departments of the State of
Michigan. The state employs over 55,000 people
of which 72% are represented by 11 different
bargaining units. The departments’ organizational structures vary greatly, including highly structured, geographically dispersed organizations
such as the Department of Corrections; smaller
organizations such as the Department of Civil
Rights; and organizations with greatly differing
mandates such as the Department of
Transportation, Department of Natural Resources,
and the Department of Labor and Economic
Growth. The variety of operational activities performed by these and other departments all have
at their core one common task, managing their
HR needs by functional application of the Civil
Service Rules and Regulations.
The project team included carefully selected
individuals with specific business and technical
skills. Being part of the Computerworld Honors
Program recognizes their hard work, ingenuity,
and focus. Documenting their story in the
Computerworld archive can achieve broader
benefits as it models and communicates a creatively successful synthesis of readily available
technologies that adds significant value for the
enterprise and the people of Michigan.
MINNESOTA
DEPARTMENT OF
HUMAN SERVICES
Saint Paul, Minnesota, USA
Electronic Document Management
System
The Minnesota Department of Human
Services (DHS), in cooperation with its
county partners, helps people meet their
basic needs so they can live in dignity and
achieve their highest potential.
Known as
the “welfare agency” since its beginning in
the mid-1800s when the first state hospital
opened in St. Peter, Minnesota, the department’s focus always has been on helping
people make transitions and overcome
obstacles in their lives. In 1868, the
department began working with Minnesota’s
county employees to create what is now the
state’s county-based social services system.
Today, employees in the department’s central
office in St. Paul work closely with employees from Minnesota’s 87 counties who provide most of the direct services to
Minnesotans.
Since the late 1800s, DHS
has always served Minnesotans in need.
From its beginning as the state Board of
Correction and Charities in 1883, which
evolved into the state Board of Control in
1901, the Minnesota Department of Social
Security in 1939, the Department of Public
Welfare in 1953, and finally to the
Department of Human Services in 1983, it
is here to help people make transitions in
their lives and live as independently as possible. 2) What does being a part of the
2006 Computerworld Honors Program
mean to you? An opportunity to get some
much deserved recognition for an outstanding project team. The project required that
members juggle multiple efforts and expand
their skill set. It is a tribute to the project
team that every one of them stayed through
project completion and signed up for the follow-on project, EDMS Clean Sweep.
Attachments: Minneapolis Star-Tribune
article on the Backfile Conversion Area
Governor’s Council on Developmental
Disabilities Brochure
Last update:
October 5, 2005 at 10:54 PM H.J.
Cummins: Workers with disabilities get a
boost from digital conversions H.J.
Cummins, Star Tribune October 6, 2005
WORKANDLIFE1006 With 20 percent of
its floor space consumed by file cabinets,
the crowded Minnesota Department of
Human Services realized it had a problem
with paper. The agency’s solution might be
a sign of things to come. It hired 16 of its
own clients with disabilities, trained them to
convert paper documents to digital images,
and 18 months later this corner of state
government has 3.5 million fewer pages of
documents in storage boxes. “It was either
this or look into ‘bunk cubicles,’ “ said
Monica Crocker, coordinator of the electronic document management system at the
department. Advocates for the disabled see
digital conversions as a potential mother
lode for their clients: Governments, banks,
law firms and health care companies are all
looking to the promise of computer disk
storage to liberate them from their paper
burdens. And conversions -- especially the
repetitive process of removing staples, taping rips and opening folded papers so they
can be electronically scanned -- is ideal
work for many with physical, cognitive or
emotional disabilities. On top of that, this
option can make the labor-intensive process
affordable to more employers. The Human
Services Department pays $7 an hour to
this crew, compared with the $28 an hour
Crocker said she got in an open bidding
process. Everyone on the work team gets
$6.15 of that $7 -- the state’s minimum
wage. “Good money,” said an appreciative
crew member, Trina Lewis. The department
was motivated to shrink its records to prepare to move some of its divisions into the
new Elmer L. Andersen Human Services
Building, which opened last weekend. The
nature of its work requires lots of records
and often long storage. For example, the
files on people under public guardianship
must remain intact through their lifetimes
plus 20 years, Crocker said. To get the job
done, the department turned to the piece of
its Minnesota State Operated Community
Services that finds and supports employment for people with disabilities. It provides
16 to 19 clients at a time, and some coaches to train and supervise them, placement
coordinator Heidi Forbes said. The clients
work four-hour shifts, and have organized
themselves in four teams -- the Early Birds,
Vikings, Stars and Wild. Most of their work is
“document preparation” -- taking out staples
and anything else needed to make a sheet
of paper ready to be scanned. “Once they
learn it, it’s the same thing every day,” Forbes
said. “It’s important to these people to be
consistent. Change can be hard; repetitive is
good. “In fact, some of these folks have
been successful here, after they hadn’t been
elsewhere,” she said. The department got
the idea from the Governor’s Council on
Developmental Disabilities. That advocacy
agency converted all its paperwork, including
decades of mental health research, to a
website, council director Colleen Wieck said.
Wieck had read about an autistic man in
Lodi, Calif., who was doing well converting
city documents into electronic files. “I
thought, ‘You gotta get this work done. You
gotta hire people with disabilities.’ A lot of
forces came together,” Wieck said. She
hired 18 people, who scanned documents
for her for 16 months. She and Forbes
hope more employers will take time to learn
about this as a possibility. Besides the
department, Olmsted County’s corrections
department also has hired people with disabilities to help handle its documents. She
has had interest from a banker. “And somebody in New Jersey found us by Googling
‘disabilities’ and ‘digital imaging’ and said,
‘How do we set up a business to do this?’ “
Wieck said. In the 1980s, the only placements for people with disabilities were in
such jobs as fast food, laundry and janitorial.
Now those agencies ask their clients what
work might interest them, such as child care,
and make every effort to accommodate
them. Everyone on the imaging projects
chose to be there, she said. “We’ve gone
from ‘supported employment’ to thinking in
terms of, ‘What’s next for you?’ even, ‘What
kind of career are you looking for?’ “ she
said. Greg Leuck, at the Department of
Human Services, said he’s learning FileNet
software, scanning in both black and white
and color. “I like that I’m getting experience,” Leuck said. Co-worker Jeff Shaffer’s
previous job was packaging wood products
105
LAUREATES 2006
LAUREATES 2006
and putting stickers on pipes at a state-run
workshop. Working for the department is a
big-deal job, Shaffer said. “We’re working
for the state, and that means it’s important,”
he said. “I never had a government job
before.” What are your workplace issues?
You can reach H.J. Cummins [email protected] Please sign your emails; no names will appear in print without
prior approval.
NATIONAL LAW
ENFORCEMENT
TELECOMMUNICATIONS SYSTEM
The International Justice and
Public Safety Information Sharing
Network
106
NAVAL AIR WARFARE
CENTER AIRCRAFT
DIVISION, SPECIAL
COMMUNICATIONS
REQUIREMENTS
DIVISION
NEW YORK CITY
POLICE
DEPARTMENT
ORANGE COUNTY
GOVERNMENT,
FLORIDA
Orlando, Florida, USA
Crime Data Warehouse
“Bringing it Together”: One
Network and Three Storms
St. Inigoes, Maryland, USA
ONECOMMUNITY
MarineNet, Marine Corps Distance
Learning
Cleveland, Ohio, USA
Orange County, Florida was known as
Mosquito County at the turn of the century.
The county has evolved from a quiet citrus
producing community to a world recognized
tourist destination and center for innovative
industry. Orange County is one of seven
counties recognized as comprising Central
Florida. It is a charter county, meaning it has
its own constitution and is self-governing.
Having a charter gives the county the ability
to respond to a changing environment and
meet local needs. The first charter was adopted in November 1986 and went into effect
on January 6, 1987. In November 1988, voters approved the creation of a new form of
government for Orange County: a mayor
elected by the community at large and the
creation of six-single member districts. The
mayor and commissioners serve overlapping
four-year terms.
OneCommunity
NETWORK FOR
GOOD
Bethesda, Maryland, USA
Gulf Coast Hurricane and
Tsunami Efforts
Formed in 1966 as the Law Enforcement
Teletype System (LETS), the organization’s
mission was to interconnect a nationwide law
enforcement communication system that up to
that point had been based on a fragmented
system of teletype. LETS migrated the system
to punched paper tape switching equipment
but by 1970, that system had become hopelessly overloaded and the organization installed
two small computers. However, by 1972, the
need for information had once again outdistanced the system’s ability to serve. In 1973,
Nlets, Inc. was incorporated as a not for profit
group and completed a massive upgrade of
the communications system, which continued
to grow and became accessible to law
enforcement and criminal justice agencies
nationwide. Today, Nlets provides an international, computer-based message switching system that links together state, local and federal
law enforcement and justice agencies for the
purpose of information exchange. It provides
information services support for a growing
number of justice related applications by supporting data communications links to state networks using a commercial frame relay service.
All agencies within each state are serviced
through this state interface.
Network for Good is a nonprofit organization
and one of the Internet’s leading charitable
resources - a website where individuals can
donate, volunteer and learn about the issues
they care about; and where nonprofits can
take advantage of easy-to-use, low-cost tools
for online engagement, fundraising and volunteer recruitment. Network for Good’s mission is to use the Internet to increase the
flow of resources to nonprofits and to
increase the ability of nonprofits to get
resources for themselves. Since its inception
in 2001, Network for Good has processed
over $86 million in donations for more than
300,000 individual donors to more than
20,000 nonprofits, the majority of which are
small nonprofits. Network for Good has also
referred more than 200,000 volunteers
through its partnership with Volunteer Match
and USA Freedom Corps. In just four short
years, Network for Good has evolved from
start-up status to its current position at the
forefront of Internet-based philanthropy and
nonprofit fundraising. In fact, if compared to
all U.S.-based grant makers, including foundations, Network for Good would rank among
the top 1% in annual disbursements to nonprofits in 2005.
At Nlets we do the right things for the right reasons. Keeping justice and public safety professionals safe by providing them the right information to the right person in the right place at
the right time is validation enough that we are
doing the right thing. This program only validates what we strive to do each and every day.
Network for Good is truly honored to be a
part of the 2006 Computerworld Honors
Program and to be recognized for our innovative use of technology for the benefit of society. We firmly believe that utilization of technology is a key driver in the effectiveness and
efficiency of the nonprofit sector, and we are
proud of the accomplishments we’ve achieved
thus far.
OneCommunity, formerly known as
OneCleveland, developed from the visionary
leadership of Case Western Reserve University
CIO Lev Gonick, recently declared one of
ComputerWorld’s top 100 IT leaders. Lev and a
handful of early backers worked for many
months to secure access to dark fiber in the
region and then to gain support from Cisco
Systems and IBM to engineer and activate the
network. In 2004 the founding members of
OneCommunity formalized the creation of a
nonprofit to provide network services, consulting services and applications to leading institutions and organizations in Cleveland. In 2005,
NorTech, a regional economic development
agency committed to building our region’s IT
Cluster, formally engaged a successful IT entrepreneur to lead the build out of the organization. Additional IT entrepreneurs were then
attracted and engaged. The network went live
in 2004, additional customers were added in
2005 and in 2006 we are expanding our service territory to cover much of Northeast Ohio.
OneCommunity is helping develop a globally
competitive regional economy in Northeast
Ohio. It is essential, as part of that effort, that
the world recognize and appreciate the competitive advantages of growing their businesses in our community. To be recognized by
such a prestigious program as the
Computerworld Honors Program would firmly
establish OneCommunity as an effective
organization and highlight to a global audience one element of Northeast Ohio’s competitive advantage. Also, the recognition by
Computerworld also helps OneCommunity
inform global technology companies that our
community is an ideal location to develop and
test the next generation of “community technologies.” We are eager to serve as the “test
bed” and are very appreciative of the support
the Computer Honors Program could provide
to that effort.
Participating in the 2006 Computerworld Honors
Program has allowed Orange County, Florida to
share with the industry how to improve service to
citizens while gaining flexibility, efficiency and
cost savings through the use of technology. The
innovative use of technology played a crucial role
and was the cornerstone from which Orange
County responded to citizens in the aftermath of
devastating hurricanes. Government must take
advantage of technology to enhance operations,
control cost and improve service to citizens.
PROVINCE OF
BRITISH COLUMBIA
Victoria, British Columbia, Canada
Large-Scale Transformation
Success
Network BC was formed in October 2003
with the objective of leveraging internal
expertise in procuring and leveraging the
province’s telecommunications infrastructure.
In February 2004 the Province of British
Columbia announced the Network BC project
with the specific mandate of procuring network and infrastructure technologies designed
to “bridge the digital divide”. The specific
objectives of the Network BC project:
Generate economic development in rural and
remote communities of British Columbia;
Facilitate digital access for remote First
Nations communities; Support the move
towards common delivery models for government back office and administrative services;
Aggregate public sector telecommunications
spend to drive down the costs of broadband
services and open up affordable access;
Leverage existing and new alliances with the
Government of Canada and First Nations; and,
Advance private and public sector alliances.
The Province of British Columbia is very
pleased to have been nominated by Cisco
Systems to the 2006 Computerworld Honors
Program. Every year the Computerworld
Honors Program searches for and recognizes
organizations that have demonstrated vision
and leadership as they strive to use information technology to serve humankind. It is an
irony of the digital divide that the individuals
and communities who could benefit the most
from access to information and communications technologies are often the last to benefit. The digital divide separates those who are
connected to new technologies and those
who have no access to the benefits of new
technologies. This happens across international frontiers as well as within communities
where people are separated by economic and
knowledge barriers.
The Province of
British Columbia is fully committed to turning
this digital divide into a digital opportunity.
Being a part of the 2006 Computerworld
Honors Program means that we can share
our commitment to improving connectivity to
build sustainable communities, improving
opportunities for business, education and
health care and the methods with which we
are achieving these objectives within British
Columbia with other jurisdictions worldwide.
The Program represents a unique opportunity
to raise awareness of the benefits that information technology can bring to humanity and
the manner in which they transform people’s
activities, interaction and lives, and thus
increase equality, prosperity and quality of life
into the future.
RECEITA FEDERAL
(BRAZIL’S INTERNAL
REVENUE SERVICE)
Rio de Janeiro, Brazil
Customs View, Audit and System
Control View, Tax Levy, Inspection,
Administration
The SRF promotes the collection of tributes
and carries through the customs control, fulfilling and making to fulfill to the applicable
legislation of form joust, contributing for the
improvement of the politics tax and tidewaiter,
offering to the society an excellency service
and stimulating the voluntary fulfilment of the
obligations taxes. It is recognized for the
society as an organization joust in the appli-
cation of the legislation tax, with excellency
and uniformity in the rendering of services to
the citizen, with autonomy in the management
of its resources, being respected by the
integrity, transparency and absence of influences politician-partisans.
The program was indicated to us by
MicroStrategy of Brasil.
SCOTTISH
EXECUTIVE
Edinburgh, Great Britain
eProcurement Scotland (ePS)
The Scottish Executive is the devolved government for Scotland. It is responsible for
most of the issues of day-to-day concern to
the people of Scotland, including health, education, justice, rural affairs, and transport. The
Executive’s broad-ranging responsibilities put
it in an excellent position to examine and
resolve issues affecting the whole of the public sector in Scotland. It has responded to this
opportunity by embarking upon a number of
innovative programs and reforms of which the
[email protected] initiative is one of the
most significant.
First, it means wonderful opportunity to
broaden our existing global education and
awareness-raising initiative, regardless of
whether our entry wins or not. ePS is a global
e-government change management initiative
which can share its experiences and best
practices with other government administrations across the globe. Second, it provides
recognition in an important international context for the hard work, commitment and initiative of all those who have dedicated so
much time and effort to make
[email protected] a success.
SOUTH CAROLINA
DEPARTMENT OF
PROBATION
Columbia, South Carolina, USA
Network Security and Secure
Access
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LAUREATES 2006
LAUREATES 2006
STATE OF ILLINOIS,
CENTRAL
MANAGEMENT
SERVICES
Chicago, Illinois, USA
Project Hercules
In 2003, Governor Rod R. Blagojevich
instructed the Department of Central
Management Services to streamline the
state’s operations, share resources and save
taxpayer money while improving the business
services of state government.
By bringing
private-sector discipline to its public-sector
mission, CMS leads the cost-effective administration of purchasing, real estate, information
technology, telecommunications, internal audit
and outside legal services for the state’s executive agencies, personnel and benefits for all
state employees and retirees, and the state’s
employee and vendor diversity programs.
CMS continues to achieve savings and
enhance services as it implements new technologies, reduces waste and rethinks many of
the administrative operations of the state.
Becoming part of the Computerworld Honors
Program would help us share the best practices we developed in Illinois to leaders of
other state and local governments, and the
leaders of private-sector enterprises, who
could benefit in terms of time, money and
efficiency by managing in-house their IT and
telecommunications needs.
STATE OF
MINNESOTA
St. Paul, Minnesota, USA
Drive To Excellence
Transformational Roadmap
SUFFOLK COUNTY
Riverhead, New York, USA
Court of Common Pleas the duty of keeping
county records. By 1821 County Clerks were
elected by the voters of the county. The
office of Suffolk County Clerk is established
under Article XVIII of the Suffolk County
Charter. The Suffolk County Clerk, in addition
to serving as Registrar, is the duly designated
Records Management Officer (RMO) for all
County agencies and departments, except the
District Attorney, Family Court and District
Court. Elected Suffolk County Clerk in 1989,
Ed Romaine instituted a number of reforms
and management initiatives concentrating on
converting as many paper records to electronic format as possible while increasing the
computer-accessibility of the county’s
records. When Peter Schlussler came on
board as Director of Optical Imaging, the concept was taken a step ahead to include online access to county records. The office
received InfoWorld’s award for one of the
“Most Innovative IT Projects of 2005”.
Schlussler’s decision to seek a hybrid solution
that encompassed both access and preservation resulted in a department that uses stateof-the-art digital scanning and microfilm created using the Kodak Archive Writer. Current
County Clerk Judith Pascale is determined to
continue using the department’s IT know-how
to provide increased access to the county
records for Suffolk County citizens.
Additionally, the creation of an online subscription service for companies provides a
revenue source for the county that brings in
approximately $400,000 in fees each year.
Pete Schlussler expects that figure to
increase, as well as, to ultimately result in
lower cost title insurance for the consumer
due to the increased speed and efficiency of
record searches. A new aspect of the land
records project will be the creation of digital
surrogate’s of historic property-owner atlases
and the conversion of older text indexes to
the computerized system. Future considerations include a more unified approach to
countywide Records Management and digitization of historic records.
The honor bestowed upon our management
team is not only a validation of our hard work
and vision, but it is a testimonial to how government can now be seen as innovative, progressive and cost effective. In addition, it
serves as a dramatic example of how IT can
benefit society in a very concrete manner.
Virtual County Clerk’s Office
A New York General Assembly session in
New York City in October, 1683 divided New
York into 12 counties, including Suffolk
County. The office of County Clerk in New
York has existed continuously from the
Colonial era to the present. The official title
in 1683 was “Common Clerk” of the County.
After the independence of the United States
from England, New York State adopted its
first constitution which gave the clerks of the
108
TEXAS DEPARTMENT
OF FAMILY AND
PROTECTIVE
SERVICES
THE EXPORT-IMPORT
BANK OF THE
UNITED STATES
U.S. MARITIME
ADMINISTRATION
(MARAD)
Washington, DC, USA
Washington, DC, USA
Financial System Update
Virtual Office of Acquisitions
(VOA)
The Export-Import Bank of the United States
was established by executive order of
President Franklin D. Roosevelt in 1934 as a
District of Columbia banking corporation. The
Export-Import Bank Act of 1945 reincorporated Ex-Im Bank as a U.S. government corporation. This Act, which has been amended
by Congress over the years, is the basic legal
authority for Ex-Im Bank’s operations.
Congressional authorizing committees are the
Senate Banking, Housing and Urban Affairs
Committee, and the House Financial Services
Committee. Ex-Im Bank’s reauthorization legislation confirms broad bipartisan support for
the Bank’s mission. The legislation reaffirms
the importance of Ex-Im Bank’s small business mandate and emphasizes the importance of technology to the operation of the
Bank. The objective of the Export-Import
Bank is to work towards leveling the playing
field for American exporters by matching officially supported foreign competition and filling
financing gaps. Ex-Im Bank does not compete with private sector lenders but provides
export financing products that fill gaps in
trade financing. Ex-Im Bank assumes credit
and country risks that the private sector is
unable or unwilling to accept. Ex-Im Bank
also help to level the playing field for U.S.
exporters by matching the financing that
other Government provide to their exporters.
Ex-Im Bank provides working capital guarantees (pre-export financing); export credit
insurance (post-export financing); and loan
guarantees and direct loans (buyer financing).
On average, 85% of our transactions directly
benefit U.S. small businesses. With more than
70 years of experience, Ex-Im Bank has supported more than $400 billion of U.S. exports,
primarily to developing markets worldwide.
It will be a privilege for Ex-Im Bank to be a
laureate of the prestigious Computer Honor
Program to commemorate the contributions
of our organization and our use of information
technology and processes in helping U.S.
companies compete in today’s challenging
global marketplace. It is also very rewarding
to preserve and share our lessons learned
and experiences with scholars and the general public through the publication of the case
study on the Internet.
Austin, Texas, USA
Adult Protective Services
THE WELL PROJECT
Nellysford, Virginia, USA
The Well Project
U.S. AIR FORCE
Hanscom AFB, Massachusetts, USA
Global Combat Support System
U.S. ARMY
Fort Monmouth, New Jersey, USA
Joint Network Node (JNN)
U.S. MARINE CORPS
Quantico, Virginia, USA
USMC Manpower Portal
The Marine Corps has two missions; to make
Marines and win battles. Comprised of smart,
adaptable men and women, the Corps serves
as the aggressive tip of the American military
spear. Often thought of as “First to Fight,”
ours is a smaller, more dynamic force than
any other in the American aresenal. The
Corps is also the only U.S. force designed to
be expeditionary in nature and able to operate in a state of “forward deployment.” This
means we keep Marines stationed around the
world ready to act whenever the need arises.
U.S. POSTAL SERVICE
(USPS)
Washington, DC, USA
Automated Postal Center (APC)
Since 1775, the Postal Service and its predecessor, the Post Office Department, has connected friends, families, neighbors and businesses by mail. It is an independent federal
agency that visits more than 144 million
homes and businesses every day and is the
only service provider delivering to every
address in the nation. The Postal Service
receives no taxpayer dollars for routine operations, but derives its operating revenues
solely from the sale of postage, products and
services. With annual revenues of $70 billion,
it is the world’s leading provider of mailing
and delivery services, offering some of the
most affordable postage rates in the world.
The U.S. Postal Service delivers more than 46
percent of the world’s mail volume-some 212
billion letters, advertisements, periodicals and
packages a year-and serves seven million
customers each day at its 37,000 retail locations nationwide.
USPS believes it is a privilege to be part of
the Computerworld Honors Program. We
strongly believe the Automated Postal
Center® will have a profound and innovative
impact on the postal mailing industry. Through
programs like Computerworld Honors
Program, we hope that this program will
receive the attention it deserves. Our
transformation has included many technological advances over the past several years. The
Point-of-Service (POS) systems introduced in
December 1997 revolutionized the way our
Sales Associates do their jobs, and the APCs
have revolutionized the way America does its
postal business.
U.S. POSTAL SERVICE
(USPS)
Washington, DC, USA
Customer Information Services
(CIS)
UNITED WAY OF
AMERICA
Alexandria, Virginia, USA
Macromedia Breeze Deployment
In 1887, a Denver priest, two ministers and a
rabbi recognized the need for cooperative
action to address their city’s welfare problems.
The Rev. Myron W. Reed, Msgr. William J.
O’Ryan, Dean H. Martyn Hart and Rabbi
William S. Friedman put their heads together to
plan the first united campaign for ten health
and welfare agencies. They created an organization to serve as an agent to collect funds for
local charities, as well as to coordinate relief
services, counsel and refer clients to cooperating agencies, and make emergency assistance
grants in cases which could not be referred.
That year, Denver raised $21,700 and created
a movement that would spread throughout the
county to become the United Way. Over 118
years later, United Way is still focused on
mobilizing the caring power of communities
and making a difference in people’s lives.
ting edge work being done by IT professionals
in the nonprofit world every day. So much of
this work provides the very platform upon
which we are able to mobilize our partners and
achieve our mission of strengthening communities and improving lives. The recognition of
the amazing accomplishments of IT professionals in all industries and sectors helps create
vital visibility and support for the valuable role
IT professionals can play in the betterment of
mankind. United Way would like to sincerely
thank Adobe and the Computerworld Honors
Organization for allowing us to participate in
this prestigious program.
U.S. DEPARTMENT OF
LABOR
Washington, DC, USA
GovBenefits.gov
GovBenefits.gov is one of 24 key initiatives
that comprise the President’s E-Government
Strategy, an integral part of President Bush’s
Management Agenda, which focuses on: creating a more accessible government, saving
taxpayer dollars, and streamlining citizen-togovernment transactions. GovBenefits.gov is
a collaborative effort of 16 federal agencies
including: Departments of Labor (managing
partner), Agriculture, Commerce, Education,
Energy, Health and Human Services,
Homeland Security, Housing and Urban
Development, Interior, Justice, State, Treasury,
Transportation, Veterans Affairs, Small
Business Administration, and the Social
Security Administration.
The Department of Labor is honored to be
considered for this prestigous award. The
GovBenefits.gov team has worked extremely
hard to bring to the American public more
than just a web site, but an online service that
can help make a difference in people’s lives.
First and foremost, it is a great honor to be
nominated and recognized as a Laureate of
this prestigious program. The Computerworld
Honors Program is particularly meaningful to
United Way because it helps highlight the cut-
109
LAUREATES 2006
VETERANS BENEFITS
ADMINISTRATION
WORLD URBAN
FORUM 3
Washington, DC, USA
Vancouver, Canada
Virtual VA
Habitat Jam
The Department of Veterans Affairs (VA) was
established on March 15, 1989, succeeding
the Veterans Administration. It is responsible
for providing federal benefits to veterans and
their families. Headed by the Secretary of
Veterans Affairs, VA is the second largest of
the 15 Cabinet departments and operates
nationwide programs for health care, financial
assistance and burial benefits. Of the 24.8
million veterans currently alive, nearly threequarters served during a war or an official
period of conflict. About a quarter of the
nation’s population, approximately 63 million
people, are potentially eligible for VA benefits
and services because they are veterans, family members or survivors of veterans.
Disability compensation is a monetary benefit
paid to veterans who are disabled by injury or
disease incurred or aggravated during active
military service. Veterans with low incomes
who are permanently and totally disabled may
be eligible for monetary support through VA’s
pension program. Since 1944, when the first
GI Bill began, more than 21 million veterans,
service members and family members have
received $72 billion in GI Bill benefits for
education and training. Since the Vietnamera, there have been approximately 2 million
veterans, service members, reservists and
National Guardsmen who have participated in
the Veterans’ Educational Assistance
Program, established in 1977, and the
Montgomery GI Bill, established in 1985.
Perhaps the most visible of all VA benefits
and services is health care. From 54 hospitals in 1930, VA’s health care system now
includes 157 medical centers. VA manages
the largest medical education and health professions training program in the United
States. VA facilities are affiliated with 107
medical schools, 55 dental schools and more
than 1,200 other schools across the country.
Each year, about 83,000 health professionals
are trained in VA medical centers. More than
half of the physicians practicing in the United
States had some of their professional education in the VA health care system.
UN-HABITAT established the World Urban
Forum to examine one of the most pressing
issues facing the world today: rapid urbanization and its impact on communities, cities,
economies and policies. It is a biennial gathering that provides for effective participation
of non-governmental organizations, community-based organizations, urban professionals,
academics, governments, local authorities and
national and international associations of
local governments. In June 2006, Canada
will host the third session of the World Urban
Forum (WUF3) in Vancouver. WUF3 will mark
the 30th anniversary of the first UN conference on human settlements, which was also
held in Vancouver and led to the creation of
UN-HABITAT. For five days participants at
WUF3 will identify issues affecting cities and
share lessons, best practices and policies.
Participants will return home after WUF3 with
ideas for action to improve the quality of life
in their communities and cities. Reports and
recommendations from the World Urban
Forum will be submitted by the Executive
Director to the Governing Council of UNHABITAT for consideration and appropriate
action. Previous World Urban Forums were
held in Nairobi in 2002 and Barcelona in
2004. The fourth session of the World Urban
Forum will be held in Nanjing, China in 2008.
At the C&P Business Management
Laboratory, we strive to put the veterans first
in all we do - working to develop and implement programs that enable VBA to better
serve America’s veterans and their families.
Being a part of this program would further
validate that work - honoring not only Virtual
VA, but also the American heroes that the
program serves.
YUCATAN STATE
GOVERNMENT
I am honored to be nominated by IBM for this
prestigious award. It is truly gratifying to be
part of a program that rewards “innovation
that matters”. However, the ones who really
deserve this special recognition, due to their
courage to break down technology barriers
and help close the digital divide in order to
create the largest public consultation ever
held on urban sustainability, are our champions (see figure 7 for just a few), our partners
(IBM, UN-HABITAT, World Urban Forum
Youth, the Huairou Commission, GROOTS)
and of course, the participants.
Mérida, Mexico
Unidad de Servicios Electrónicos USE (Electronic Service Units)
MANUFACTURING
110
A-AMERICA
Bridgewater, New Jersey, USA
Apprise Distribution
Implementation
A-America, Inc. was founded in 1974 as a
small importing operation. After initially focusing on distributing wood dining room furniture, A-America expanded to include wood
bedroom and home office furniture, as well as
more formal wood furnishings and collections.
Headquartered in Seattle, WA USA, today AAmerica is a leading importer and distributor
of home furnishings for the bedroom, dining
room and home office. Serving a variety of
retail customers, including specialty and large
chain furniture retailers throughout the United
States and Canada, A-America has achieved
fantastic growth over the past decade, with a
cumulative growth rate of over 400% since
the early 1990s. In a highly competitive market, AAmerica has been able to reduce costs,
increase efficiencies and deliver improved
service to customers by consistently focusing
on operational improvements.
A-America has always taken pride in its focus
on constant improvement initiatives in order
to remain competitive and sustain an advantage in a rapidly changing and highly-competitive market. Being part of the 2006
Computerworld Honors Program brings credibility and recognition to the value and contribution that IT can and does make to the
organization’s success and continued growth.
In addition, as a mid-sized business, it is an
honor that our efforts and success in the
implementation of leading technologies can
be recognized and considered alongside
those of some of the world’s best and most
innovative companies.
ACE CLEARWATER
ENTERPRISES, INC.
Irvine, California, USA
SOA Solution Brings
Manufacturer Increased Flexibility,
Reliability, and Scalability
ACE Clearwater Enterprises was founded as
Ace Welding in 1949 by the grandfather of
current president, Kellie Johnson. The family
owned business grew as it incorporated generations of the Johnson family, beginning with
Tim Dodson, Kellie’s father, and continuing
with Kellie taking a leadership role in the
company in the mid-1980s. Under Kellie’s
direction the company significantly, almost
tripling sales. ACE looks to local schools for
its “next generation of engineers,” hiring sum-
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LAUREATES 2006
LAUREATES 2006
MANUFACTURING
MANUFACTURING
mer interns from the University of Southern
California, technical colleges, and local high
schools. A shop mentoring program encourages senior operators to assist younger people in augmenting their skill levels. ACE
believes we need to see a resurgence in this
country of educational skills programs to
stress that people can make a good living
through the many opportunities that manufacturing has to offer.
ACE focused on streamlining processes, and
through the use of innovative technology,
such as SOA and Web services, has achieved
that goal. ACE employees have increased
productivity, and the company has improved
customer service, empowering our customers
to access information real-time to track the
progress and compliance of orders.
BELKIN
Compton, California, USA
Belkin Moves to Consolidated
SAN and Migrates to Exchange
CHARTER STEEL
Saukville, Wisconsin, USA
IP Integration
Established more than 70 years ago, privately
held Charter Manufacturing has maintained its
leadership position in the highly competitive
steel industry for most of its history. The company, which has tripled in size since 2003, has
sustained double-digit revenue growth for the
past five years, realizing a minimum growth
rate of 20 percent a year. Today, Charter
Manufacturing operates the Charter Steel division in Saukville, Wisconsin, Cleveland and
Fostoria, Ohio; Charter Specialty Steel in Fond
du Lac, Wisconsin; and Charter Wire and
Milwaukee Wire Products in Milwaukee. A
sales office in Detroit and Canada serves
Charter’s auto industry customers. Charter
Steel provides steel bar, rod and wire for
demanding applications in the cold heading,
cold finishing, bearing, tool, specialty spring
and stainless steel markets.
In general most companies look at IT and
Telecom as non value adding but required.
While the technologies have evolved rapidly
over the last decade, the ability to stay current and be reconized by peers and manufactures as a identifible leader.
DS WATERS OF
AMERICA LP
Flowery Branch, Georgia, USA
DS Waters Propels Performance
and Management of Crisis
ETHICON ENDOSURGERY, INC.
Cincinnati, Ohio, USA
Enterprise Data Warehouse
GATES
CORPORATION
program was one of the goals set out with the
initialization on the Collaboration project. The
team sought to not just deploy new technology to the company but to truly make a difference for our business, our customers and the
people in them worldwide. The team wanted
to show that IT projects can be done on time,
on budget and have truly positive impact on
business and society. The team wanted to go
beyond just delivering updated technology and
partner with our business community to build
a bigger vision and strategy that helped
achieve critical business strategy. The team
sought to bring our global enterprise together
breaking down communication, cultural, time
and distance barriers. Being part of the
Computerworld program is important for the
team to bring in credible sources outside the
team and company to validate the achievements of the past 15 months.
Denver, Colorado, USA
HOLOGIC, INC.
SCI (pronounced “sky”)
Bedford, Massachusetts, USA
In 1996, The Gates Corporation, formerly
known as The Gates Rubber Company,
became a wholly-owned subsidiary of Tomkins
plc, ending 85 years of ownership by the
Gates family. Tomkins plc is a world class
global engineering and manufacturing group
with market and technical leadership across
three businesses: Industrial & Automotive, Air
Systems Components and Engineered &
Construction Products. Headquartered in
Denver, Colorado, Gates Corporation is a manufacturer of automotive and industrial products with operations in 22 countries and
employing over 13,000 people. Today, Gates is
the only non-tire producing rubber company
with sales and manufacturing operations in all
of the world’s major markets, including North
America, Europe, Asia, Australia and South
America. Every day, customers around the
world rely on Gates products in an almost
endless range of applications. Gates hoses
transfer a variety of materials, from the finest
wines to chemicals, steam and crude oil. The
company’s industrial belts provide power to all
kinds of machines, from rock crushers, copy
machines and motorcycles to snowmobiles
and machine tools. Its automotive belts transfer power to engine accessories such as air
conditioners, power steering pumps and alternators. Gates is organized into three product groups -- Worldwide Power Transmission,
Worldwide Hydraulic and Industrial Hose &
Connectors. The worldwide product groups
are responsible for product development,
manufacturing, product globalization and manufacturing capacity and utilization. The company sells its products directly to automotive and
industrial original equipment manufacturers
and through a network of 150,000 distributors, jobbers and dealers worldwide.
One Hologic Implementing Oracle
Participating in the Computerworld Honors
KONE B.V.
ELEVATORS &
ESCALATORS
Den Haag, Netherlands
Field Service Automation
MODINE
MANUFACTURING
Racine, Wisconsin, USA
Digital Image Library
STAHL’S INC.
St. Clair Shores, Michigan, USA
Call Center Technology Upgrade /
Canadian Office Connection
SUN MICROSYSTEMS
Santa Clara, California, USA
TNT LOGISTICS
NORTH AMERICA
Field Service
Jacksonville, Florida, USA
Since its inception in 1982, a singular vision “The Network Is The Computer(TM)” - has propelled Sun Microsystems, Inc. to its position as
a leading provider of industrial-strength hardware, software and services that make the Net
work.Headquartered in Santa Clara, California,
the initial design for Sun was conceived when
the founders were graduate students at
Stanford University in Palo Alto, California. The
company was founded by Vinod Khosla, Scott
McNealy, Bill Joy, and Andy Bechtolsheim.
Sun revolutionized the Internet with the development of Java, the first universal software
platform, enabling developers to write applications once to run on any computer. Moving forward, Sun’s vision of the next wave of computing - the Participation Age - expresses the
importance of sharing innovation and building
communities. In a time and place where people
around the world can connect, share information and collaborate to bring untold social and
economic value, Sun’s 35,000 employees work
toward supporting a movement towards total
network access. The company is using its
resources and challenging the industry to
lower barriers globally that stand in the way of
participation. This is a great achievement for
Sun Microsystems. From day one, Sun has
believed in the importance of finding ways to
use information technology to benefit society,
and has made its mission to put an end the
digital divide. To be recognized for this and
defined as a leader in the world’s ongoing IT
revolution is a tremendous validation of Sun’s
efforts. It is an honor to be ranked among the
many innovators who share the goals of
improving the world with technology.
Delivering Real-Time Visibility
Through RFID
TNT Logistics North America was created
through a combination of two well-founded
and independent logistics companies, CTI
Logistx and TNT Logistics. CTI Logistx (originally named Customized Transportation Inc. or
CTI) was established in 1981 as a dedicated
transportation carrier with a single logistics
contract. In late 1993, CTI became a subsidiary of CSX Corporation, one of the leading
global transportation organizations, where it
continued to develop into the fastest growing
operating unit of CSX. As a part of a global
expansion initiative for its logistics division, TNT
N.V. acquired CTI Logistx in September 2000
to further establish its footprint in North
America. The acquisition of CTI Logistx and its
154 operating contracts was merged with the
existing business previously established by
TNT Logistics in North America.
We look forward to the notoriety, increased
business and recognition for a job well done
by being included in this elite group of companies to be honored by Computerworld.
VF CORPORATION
Greensboro, North Carolina, USA
Pushing the VF Supply Chain to
the Edge
Originating in 1899, and today with over $6
Billion in annual revenue and ambitious growth
goals calling for fifty percent growth by 2009,
VF Corporation is a global leader in branded
apparel including jeanswear, outdoor products,
intimate apparel, image apparel and sportswear. VF’s brands include Lee(R), Wrangler(R),
Riders(R), Rustler(R), Earl Jean(R), Vanity
Fair(R), Vassarette(R), Bestform(R), Lily of
France(R), Nautica(R), John Varvatos(R),
JanSport(R), Eastpak(R), The North Face(R),
Vans(R), Reef(R), Napapijri(R), Kipling(R), Lee
Sport(R) and Red Kap(R).
Computerworld is recognized as one of the
most prestigious organizations in the technology space. It is a true honor to be nominated
and have your case study archived for the
world to see. The project team has a permanent place in history.
113
MEDIA, ARTS AND ENTERTAINMENT
LAUREATES 2006
MEDIA, ARTS AND ENTERTAINMENT
AOL
Dulles, Virginia, USA
Live 8
AOL is honored to be considered for the
2006 Computerworld Honors Program in
recognition for our work on Live 8. As a company, AOL is committed to helping the
Internet realize its full potential, both as an
interactive entertainment medium and as a
force for good in the world. Being recognized
for our efforts by this prestigious program is
doubly rewarding.
BARDEL
ENTERTAINMENT
Vancouver, Canada
iSCSI SAN
Bardel Entertainment Inc. is a Canadian entertainment company involved in the acquisition,
development, production and distribution of
quality animated programming for children and
families. The company has two core business
divisions: Proprietary Content Bardel’s primary mandate is to option, develop, produce
and distribute proprietary content. Our library is
developed for multi-platform distribution such
as gaming and web based initiatives. Bardel
also establishes its properties by extending the
brand with a merchandising and licensing campaign in areas such as publishing, toys and
apparel. Animation Services For over fifteen years, Bardel has provided animation
services to the international market on feature
films, television series, interactive media, commercials and web-based content. Some of
the studio’s clients include Dreamworks SKG,
Warner Brothers, Fox, Nelvana, Disney
Interactive, and Electronic Arts. Bardel has
been contracted on 11 feature films, 2 home
videos, 35 television series and specials, 15
interactive media projects, and numerous
shorts and commercials. Bardel’s Vancouverbased production facility produces both traditional and digital animation. The studio has utilized its diverse production experience by combining various animation techniques to develop
“hybrid” production pipelines, which gives it the
ability to provide its clients with unique, costeffective animation services.
116
DISCOVERY
COMMUNICATIONS
INC.
SIRIUS SATELLITE
RADIO
Silver Spring, Maryland, USA
Satellite broadcast system
Discovery Education Project
Discovery Communications, Inc. is the leading
global real-world media company. Discovery
has grown from its core property, the
Discovery Channel, first launched in the
United States in 1985, to current global operations in 170 countries and territories with
nearly 1.4 billion cumulative subscribers.
DCI’s over 100 networks of distinctive programming represent 27 network entertainment brands including TLC, Animal Planet,
Travel Channel, Discovery Health Channel,
Discovery Kids, Discovery Times Channel, The
Science Channel, Military Channel, Discovery
Home Channel, Discovery en Espanol,
Discovery Kids En Espanol, Discovery HD
Theater, FitTV, Discovery Travel & Living
(Viajar y Vivir), Discovery Home & Health and
Discovery Real Time. DCI’s other properties
consist of Discovery Education and Discovery
Commerce, which operates more than 100
Discovery Channel Stores in the U.S. DCI
also distributes BBC America in the United
States. DCI’s ownership consists of four
shareholders: Discovery Holding Company
(NASDAQ: DISCA, DISCB); Cox
Communications, Inc.; Advance/Newhouse
Communications; and John S. Hendricks, the
Company’s Founder and Chairman.
NBC UNIVERSAL
Universal City, California, USA
Universal Studios Hollywood
Performance Management
Sirius Satellite Radio was founded in 1990 as
CD radio, and incorporated in November of
1992. The first public offering of shares was
in 1994 with 10 million shares at $5 each.
Sirius received its license to operate from the
FCC in 1997. The company changed its
name to Sirius Satellite Radio in November
1999. It launched its satellites in 2000, and
launch nationwide service in July of 2002.
It is indeed a great honor to be nominated for
such a prestigious award that is well-recognized within the technology community. It is
also especially rewarding that our unique
technological platform will now receive a
higher level of recognition.
THE WEATHER
CHANNEL
INTERACTIVE
Disaster Recovery Expansion
UNIVERSITY OF
PITTSBURGH
Enterprise Network-Based Video
Delivery
Data Management System
The University of Pittsburgh was founded in 1787
as a small private school in a log cabin near
Pittsburgh’s three rivers. It has evolved into an internationally-recognized center of learning and
research. The University is comprised of five campuses with eighteen undergraduate, graduate, and
professional schools serving more than 32,000 students. Computing Services and Systems
Development (CSSD), the University’s central information technology organization, provides a wide
range of information technology services and
resources to the University of Pittsburgh community.
SCUDERIE DEL
QUIRINALE
WEST EDMONTON
MALL
Rome, Italy
Edmonton, Canada
Antonello da Messina Art
Exhibition
WEMiSphere: West Edmonton
Mall Goes Wireless
NZZ NEUE ZÜRCHER
ZEITUNG AG
Zurich, Switzerland
Archive 1780
RTL NETHERLANDS
Hilversum, Netherlands
MEDICINE
LAUREATES 2006
MEDICINE
MEDICINE
BOSTON MEDICAL
CENTER
CLARIAN HEALTH
PARTNERS
Indianapolis, Indiana, USA
Real Time Nurse Call
Clarian - Dell eHealthcare
Architecture
Boston Medical Center (BMC) is a 547-bed
private, not-for-profit hospital and the primary
teaching affiliate for Boston University School
of Medicine. The hospital’s mission is to “provide exceptional care without exception.” For
more than 854,000 patients that come
through BMC’s doors annually, the hospital is
a vital safety net. About 50 percent of
patients are uninsured or under insured. More
than 30 percent do not speak English. Nearly
40 percent of patients who come to the
emergency department each year have no
primary care provider. BMC’s staff of more
than 1300 nurses is dedicated to delivering
quality patient care to all of BMC’s patients.
Boston Medical Center is committed to eradicating healthcare disparities, and one way in
which we honor that mission to is to ensure
that our patients, many of whom are lowincome and uninsured have the benefit of
state-of-the-art technology often thought of as
available only at the hospitals that serve the
rich and privileged. We are proud to be among
the most technologically advanced hospitals in
the country and to serve our patients with the
respect and skill that all patients deserve.
Computerworld’s recognition of our efforts and
accomplishments validates both the worthiness
of this mission and our ability to deliver on it
CATHOLIC HEALTH
SERVICES
Secure Sockets Layer-Based
(SSL) VPN Appliance
CHS is an integrated healthcare delivery network, formed in February 1998 and located in
Buffalo, New York. CHS is a $560 million (annual net revenue) operation consisting of four hospitals (1,550 total beds), 8,000 associates, fifteen primary care centers, twelve long term care
facilities, three home care agencies, and two
ambulatory surgery centers. We have an IT staff
of 80 FTEs, an operating budget of $10 million,
and annual capital expenditures of $8 million.
It’s a fantastic opportunity to get the word out
about the great things the Catholic
Healthcare ministry is accomplishing in
Western New York State.
118
LAUREATES 2006
CREDIT VALLEY
HOSPITAL
Mississauga, Ontario, Canada
Implementation of Voice Over IP
and WLAN Technologies
whole IT team that have made ORview the
success it is today. The award will highlight
the need to invest in IT solutions that can
really make a difference in a clinical setting.
As well this, the Honors Program promotes
pride, goodwill and stimulus to the entire
Duke Health Technology Solutions staff.
Hopefully this can be a model for other hospital organizations and help them focus on
developing IT solutions for tough issues in
healthcare and medicine.
EMERGENCY
MEDICAL
ASSOCIATES
Livingston, New Jersey, USA
DENVER HEALTH &
HOSPITAL AUTHORITY
Denver, Colorado, USA
IT as a Change Agent in the
Transformation of Healthcare
DUKE UNIVERSITY
HEALTH SYSTEM
Durham, North Carolina, USA
ORview Perioperative System
In 1924, industrialist and philanthropist James
Buchanan Duke established the Duke Endowment
with $40 million and directed that part of his gift be
used to transform Trinity College in Durham, N.C. into
Duke University. The following year, upon his death,
Mr. Duke made an additional bequest to the
Endowment and the university, including $4 million to
establish the School of Medicine, the School of
Nursing, and Duke University Hospital. One of James
B. Duke’s primary motivations was to improve health
care in the Carolinas. At a time when medicine in the
region was still a cottage industry, Mr. Duke dared to
dream of creating what he hoped would become one
of the leading medical institutions in the nation.
Building on this heritage, Duke Medicine has grown
and expanded over the years and now ranks as one
of the world’s outstanding health care centers. It operates one of the country’s largest clinical and biomedical research enterprises and is dedicated to quickly
translating advances in technology and medical
knowledge into improved patient care. The medical
campus now encompasses 90 buildings on 210
acres and employs approximately 19,500 people,
including over 1,500 faculty physicians and
researchers. Duke Health Technology Solutions
(DHTS) is responsible for developing solutions to
technology issues and providing ongoing technology
support throughout Duke Medicine.
It would indeed be a great honor! It would
provide a reward for the hard work of the
Biosurveillance Dashboard
Emergency Medical Associates (EMA) is a
physician-owned group practice of over 200
Emergency Room Physicians who staff 17
emergency departments in New Jersey and
New York and treat over 700,000 emergency
department (ED) patients a year. EMA is
focused on providing world class, nationally
recognized emergency services to hospitals
and health systems. Its reputation and expertise in the field of Emergency Medicine is
national in scope. EMA developed management services to provide clinical, claims processing, administrative and information system support to the physicians who own and
work for EMA. EMA’s management services
organization (MSO) employs over 200 people
who support the sales, finance, human
resource, credentialing, practice management
and other operations of EMA’s MSO. EMA
has been in practice since 1977 and has
treated over 7 million emergency department
patients since its inception. Its physicians,
who live in the communities in which they
practice, are among the country’s leading
innovators in Emergency Medicine.
As a small company, low in resources but high
in the spirit of ingenuity, it is an honor that
EMA would be considered for this program.
We believe what we do each day has a direct
impact on the health of patients in New Jersey
and New York. As a company, we decided
long ago to invest in the technology necessary
to help our physicians practice better medicine.
In 1998, when we decided, as a mid-size doctor group, to develop a data warehouse, no one
in our industry was even thinking about these
concepts. The fact that we have evolved this
system to where it is today without throwing
millions of dollars into its development and
infrastructure is further proof of the human
spirit and the desire to do good. Being nominated for this program is further validation that
change can come from small companies with
big ideas. There is no substitute for passion
and the willingness to pursue an idea.
GOLD STANDARD
AND INFORMED
DECISIONS
Tampa, Florida, USA
KatrinaHealth.org -- Online
Prescription Records Access for
Hurricane Katrina Evacuees
Launched in 2005, Informed Decisions, LLC
provides a full array of strategic health information technology services to healthcare
interests including state governments, commercial insurance payers, pharmaceutical
manufacturers, and professional healthcare
associations. A wholly-owned subsidiary of
Gold Standard Inc., the company’s mission is
to apply clinical and technical expertise to aid
customers in the continued advancement of
clinical, financial, and humanistic outcomes
for the healthcare providers they support and,
ultimately, the beneficiaries of their care.
Being recognized by the 2006 Computerworld
Honors Program is significant to Informed
Decisions because it validates the importance of
health information technology in times of disaster. It also serves to recognize the important role
pharmacists can play in disaster relief efforts,
and raises the profile of an industry that significantly impacts the landscape of public health.
HEALTHWYSE
Reading, Massachusetts, USA
Mobile Home Healthcare
INSTITUT GUSTAVE
ROUSSY (IGR)
Villejuif Cedex, France
The Institute Gustave-Roussy
Advances Cancer Treatment
LEEDS HOSPITAL
Leeds, Great Britain
SPNet
The Leeds Teaching Hospitals NHS Trust was
formed in 1998 following a merger of the following sites: St James’ is the largest hospital of its
kind in Europe, offering an extensive range of clinical services. Affectionately referred to as Jimmy’s,
the hospital has a world renowned reputation as a
centre for medical research and education. The
hospital we now know as St. James’s started life in
a very different form as the Moral and Industrial
Training School run by the Poor Law Guardians for
the Township of Leeds - a building opened in
October 1848 in what is now part of Lincoln
Wing. Situated on the West side of the city centre,
Leeds General Infirmary (LGI) also offers an
extensive range of local and regional services,
including cardiac and brain surgery. By far the oldest of the city’s hospitals, the history of Leeds
General Infirmary dates back to June 1767 when
16 of the town’s gentlemen met at the New Inn to
discuss setting up ‘an Infirmary for the Relief of
the Sick and Hurt Poor within this Parish’. Leeds,
though still just a town, was rapidly expanding at
the end of the 18th century, and it was soon clear
the new hospital would be too small. The great
Victorian hospital which resulted - still an important
component of the Infirmary site today - was
designed by Mr (later Sir) George Gilbert Scott,
taking into account all the latest advice on sanitation and infection control, much of it published by
Miss Florence Nightingale, who recommended the
pavilion system of wards. Scott had previously
designed St Pancras Station in London, to which
the Infirmary bears a striking resemblance. Chapel
Allerton Orthopaedic Centre opened in the hospital in 2005 and is Leeds’ specialist centre for the
diagnosis, management and treatment of adult
patients with upper and lower limb complaints.
Wharfedale Hospital is the most modern in the
Trust’s estate, officially opened in 2005 by HRH
The Princess Royal. The hospital is currently at the
heart of the Trust’s drive to increase the number of
minor operations carried out a day surgery.
Opened in 1869, Cookridge Hospital was
designed as a convalescent hospital, principally to
take patients from Leeds General Infirmary. The
site is currently up for sale in preparation for the
move of cancer services to a purpose built wing
on the St James’s site in 2008. Seacroft hospital houses wheelchair, prosthetics and orthotics
services for the whole of Leeds and is developing
its role as a centre for the care of the elderly.
The Leeds Dental Institute is jointly funded by the
Leeds Teaching Hospitals NHS Trust and Leeds
University. Each year it produces hundreds of
newly qualified dentists and other dental professionals. The Leeds Chest Clinic is located in a
stand-alone building on New Briggate in the city
centre and provides an outpatient Chest Medicine
service, open access chest x-ray service to GPs
and a tuberculosis (TB) contact clinic.
Being recognized by one’s peers is always an
honor. Beyond that, however, being part of the
2006 Computerworld Honors Program allows
us to share our experience with the larger IT
community, and hopefully, provide ideas and
guidance to other organizations facing challenges similar to the ones we faced. By being
able to share such solutions as SPNet with
others we have the ability to influence better
healthcare and patient experience to a much
wider audience than Leeds Teaching
Hospitals. Much needed financial and human
resource can be re-invested into new medical
technologies. Likewise, we look forward to
hearing of others’ accomplishments and taking away ideas and lessons that we can put to
work to further advance the mission of Leeds
Teaching Hospitals NHS Trust.
MOLECULAR
PROFILING
INSTITUTE
Clinical Decision Intelligence for
Cancer Patients
The Molecular Profiling Institute is a new paradigm in reference lab testing that offers
comprehensive information about the
patient’s disease in a personalized format.
Molecular Profiling was originally created by
two non-profit organizations, the International
Genomics Consortium (IGC) and the
Translational Genomics Research Institute
(TGen). Molecular Profiling is also in partnership with AmeriPath Inc., one of the leading
anatomic pathology laboratory companies in
the United States which serves approximately
4 million patients. AmeriPath utilizes
Molecular Profiling for its advanced esoteric
reference lab testing. With extensive access
to TGen’s research, diagnostics, and collaborations, Molecular Profiling’s mission is to
introduce discoveries made in the research
lab to clinical patient care. Molecular Profiling
is currently offering tests to help oncologists
to better understand and treat cancer
patients with personalized treatment plans
based on the molecular characteristics of
their tumors. These services are MammaPrint
for breast cancer and Target Now for all cancer types. Additionally, Molecular Profiling
participates in biospecimen analysis and storage for research, product development and
clinical trials through its Tissue Banking &
Analysis Center (TBAC). Molecular Profiling
has unprecedented access to greater than
20% of the nation’s patients through its partnerships and relationships with nationwide
physician organizations providing a holistic
“one stop shopping” capability from standardized target preservation and collection, to discovery and clinical application.
NYU HOSPITAL
CENTER
Labor Productivity Management
NYU Medical Center is one of the nation’s
premier centers of excellence in health care,
scientific research, and medical education. The
Hospital Center consists of three hospitals,
Tisch Hospital, Hospital for Joint Diseases and
Rusk Institute of Rehabilitation Medicine, and
is the primary teahing hospital for the New
York University School of Medicine. Tisch
Hospital, an acute-care general hospital of
704 beds, contains important treatment and
diagnostic units and is a focus for a wide
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spectrum of regional patient care programs.
The NYU Hospital for Joint Diseases (HJD)
Department of Orthopaedic Surgery is one of
the largest and most distinguished specialty
hospital dedicated to the prevention and treatment of musculoskeletal diseases. The Rusk
Institute of Rehabilitation Medicine is the
world’s first facility devoted entirely to rehabilitation medicine. Founded in 1948 by Dr.
Howard A. Rusk, the Rusk Institute is the
largest university-affiliated center for the treatment of adults and children with disabilities, as
well as for research and training in rehabilitation medicine. NYU School of Medicine, one
of the nation’s leading centers of advanced
biomedical learning, spans a history of excellence of more than 160 years in the education and training of physicians, in patient care,
and in scientific research.
We would be deeply honored to recieve such
an award that demonstrates how our organization has embraced technolgy in measuring
and managing our performance with the goal
of achieving excellence.
OKLAHOMA HEART
HOSPITAL
Oklahoma City, Oklahoma, USA
Oklahoma Heart Hospital Goes
All-Digital
REGIONAL MEDICAL
CENTER AT MEMPHIS
(THE MED)
Memphis, Tennessee, USA
Meeting the Challenges:
Crisis-Ready IT
Since 1829, the Regional Medical Center at
Memphis (The MED) has been at the forefront in attending to the healthcare needs of
its community. The MED, Tennessee’s oldest
hospital, has always taken pride in its unwavering commitment to providing patients with
the best services available.
It means helping healthcare as a whole,
including those not fortunate enough to be
able to afford proper healthcare: The innovation that happened at The MED as a result of
this effort needs to be told to enable others to
leverage technology in such a way as to continue to help healthcare lower costs, to be
more affordable to all. Just as The MED has
saved millions by innovation in technology, others can do the same. Because The MED
saved these large sums, The MED was able to
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provide better and more healthcare to those in
need. Being a part of this Honors program
helps tell this story that hopefully, will enable
others to provide better healtcare to those in
need because of better technology.
ROSETTA
BIOSOFTWARE
Seattle, Washington, USA
Life Sciences Products Delivery
Established in 1997, Rosetta Biosoftware
develops informatics solutions and provides
services that enable research organizations to
efficiently and effectively conduct life-saving
discoveries and develop drugs. The company’s mission is to be the premier provider of
scalable software solutions to empower
research that improves the quality of human
life. Rosetta Biosoftware provides value to
discovery and development efforts by offering
customizable informatics solutions and services that are adaptable to each organization’s
needs. Rosetta Biosoftware is a customerdriven organization with the scientific expertise to effectively complement internal informatics groups or serve as an informatics
resource. Rosetta Biosoftware is a business
unit of Rosetta Inpharmatics LLC, a wholly
owned subsidiary of Merck & Co., Inc.
This nomination reinforces why we are in business: to empower our customers with relevant
products and services that help them address
their business and scientific needs. To do so, we
rely on customer input, and the valuable work of
our industry partners, vendors, and key players,
such as the FDA&#8213;without whose participation we couldn’t address our customers’ needs.
Most of all, this nomination inspires us to continue
to develop high-quality and relevant solutions for
our customers and to not only address our customers’ needs but to anticipate them.
SOUTH MANHATTAN
HEALTHCARE
NETWORK (SMHN)
TEMIS
The New York City Health and Hospitals
Corporation (HHC) was created by legislation in
1970 as a public benefit corporation, governed
by a Board of Directors, to oversee the City’s
public health care system in all five boroughs.
The Corporation consists of 11 acute care hospitals, 6 Diagnostic and Treatment Centers, four
long-term care facilities, a certified home health
care agency, and more than 80 community
health clinics, including Communicare Centers
and Child Health Clinics. Through its wholly
owned subsidiary, MetroPlus, HHC operates a
managed care plan that enrolls members in
Medicaid, Child Health Plus and Family Health
Plus. HHC facilities treat nearly one-fifth of all
general hospital discharges and more than one
third of emergency room and hospital-based
clinic visits in New York City. The South
Manhattan Healthcare Network is part of New
York City’s public hospital system and includes
Bellevue Hospital Center and Gouverneur
Healthcare Services. The long-term objective of
the TEMIS program is to provide remote simultaneous medical interpretation services throughout the Corporation’s network of health care
facilities, and to be able to offer the service to
the voluntary sector as well.
It would be a great honor for Bellevue
Hospital Center, Gouverneur Healthcare
Services and the South Manhattan
Healthcare Network to achieve the recognition that the 2006 Computerworld Honors
Program offers. The spirit of collaboration
among all the parties involved in bringing
TEMIS to fruition is a model for new technology initiatives across the health care and
human services spectrum. We are grateful for
the visibility that this recognition will provide
on the issue of professional interpretation
needs in health care settings and for the
potential of further expansion of our program.
SPRINGHILL
MEDICAL CENTER
Mobile, Alabama, USA
pain and I was really pleased at the treatment
I received.” “Excellent service from the
whole staff. Thanks for making a very scary
time the best it could be.” “I just love
Springhill Memorial Hospital! Thank y’all so
much! God bless you!” “I love this hospital! It
is always perfect, everytime!” “Springhill is
an excellent place and made me feel at home
and well-cared for!” “There was so much
comfort and pleasantness; it was like leaving
my family when I left. I still remember it all!”
“If all hospitals were as pleasant as this one
was, what a wonderful world this would be!”
Springhill prides itself on the use of technology to help it become one of the best places
to give and receive care in southwest
Alabama. Springhill is execited to be part of a
program that recognizes how technology can
be used in new and innovative ways to
increase the capabilities of an organization
while also better serving the needs of society.
It would be a great honor for Bellevue
Hospital Center, Gouverneur Healthcare
Services and the South Manhattan
Healthcare Network to achieve the recognition that the 2006 Computerworld Honors
Program offers. The spirit of collaboration
among all the parties involved in bringing
TEMIS to fruition is a model for new technology initiatives across the health care and
human services spectrum. We are grateful for
the visibility that this recognition will provide
on the issue of professional interpretation
needs in health care settings and for the
potential of further expansion of our program.
Related Professions and a School of Graduate
Studies, as well as its own teaching hospital,
and extensive research facilities. (SUNY)
Downstate includes a 376-bed teaching hospital (University Hospital of Brooklyn) with
advanced diagnostic and treatment centers,
three satellite primary care centers, a dialysis
center, Medical Research Library of Brooklyn,
dormitories, a student center, and parking facilities. It is also the site of a new Advanced
Biotechnology Park and Biotechnology
Incubator, the first to be built in New York City
in more than ten years. (SUNY) Downstate is
the current home of the new, NIH-funded
Brooklyn Center for Health Disparities.
We’re honored to have the technology that
Downstate Medical Center uses showcased to
others who might see the value in it,” Stern
says. “It truly was a rewarding project. As an IT
director, sometimes you do technology initiatives and they are fundamental, functional
projects. They are always important and critical
to the hospital’s ability to serve, but you don’t
always get to actually see the benefit of the
work you do. Adding another 50 computers to
the network is important, but not very exciting.
But when you see this robot walking around
the hospital, you know that it’s operating over
your network. You actually see a tangible
result of the work that you do and you know
it’s helping people. That’s a good feeling.
Springhill Medical Center
Weathers the Storm with Eclipsys
Solutions
Tulsa, Oklahoma, USA
Springhill’s success can be traced back to its
early beginnings in 1975 when the hospital
was founded at the convenient location of I65 and Dauphin Street. In the years since
then, the hospital has more than quadrupled
in size and has made sound development
decisions, propelling the organization as a
major competitor in the local health care
scene. The Medical Center is the area’s only
tax-paying hospital. As such, the hospital supports the community with more than 2 million
dollars in tax revenues annually, in addition to
thousands of dollars in contributions each
year to support numerous social programs in
the area. All hospital profits go directly into
new and upgraded services for patients. A
family-owned business, Springhill continues
to be a good corporate citizen and utilize
advanced technology to better serve our
patients. Here are what some recents
patients have said about Springhill Medical
Center: “I was admitted due to very much
STREETS HEAVER
SOP Process Management
Lincoln, Great Britain
Stoma Care Mobile Patient
Record System
SUNY DOWNSTATE
MEDICAL CENTER
Brooklyn, New York, USA
Robots Join the Workforce
The State University of New York (SUNY)
Downstate Medical Center is the only academic
medical center in Brooklyn-New York City’s
most populous and most ethnically and culturally diverse borough. (SUNY) Downstate includes
Colleges of Medicine, Nursing, and Health
TS’EWULHTUN
HEALTH CENTRE
Duncan, Canada
TRIHEALTH INC.
Mustimuhw HIS
Cincinnati, Ohio, USA
ST. JOHN HEALTH
SYSTEM
Giving employees tools to do their job more
effectively and helping to keep employees
more productive and satisfied impacts the
overall delivery of healthcare. Cincom is committed to making a difference in the healthcare industry and teaming with Cincom, the
world’s oldest independent software company,
allowed us to explore ways to help make that
difference! TriHealth believes this nomination
for the Computerworld Honors Awards proves
there are always existing applications waiting
to be optimized with already created technology. IGR is built on a foundation of leading
edge IT architecture. Patient registrations,
which are driven by rules, policies, and procedures, are a perfect fit for rules-based applications. By taking this rules-based concept
and applying it to the patient registration scenario, Cincom has responded “outside-thebox” and teamed with TriHealth to develop a
software solution that helps to prevent errors
at the front end of TriHealth’s registration
process. TriHealth will enhance its existing
registration system by empowering its registrars with the ability to gather and process
more correct patient and insurance information with fewer errors, a win for the employee,
the organization and the patient.
Intelligent Guided Registration
Bethesda and Good Samaritan Hospital joined
together to form TriHealth in 1995, bringing
together two of Cincinnati’s finest health care
organizations. Through these two acute care
hospitals and more than 50 other locations,
TriHealth provides a wide range of clinical,
educational, preventive and social programs.
TriHealth’s non-hospital services include physician practice management, fitness centers and
fitness center management, occupational
health centers, home health and hospice care.
Located in the northeast suburb of
Montgomery, Bethesda North Hospital has
grown from a community hospital to a full-service facility with maternity and fertility services;
state-of-the-art surgery, including open-heart
surgery; a free-standing outpatient surgery
center; an open MRI; and the tri-state’s second
busiest adult emergency department. The
oldest and largest private teaching and tertiary
health care facility in Greater Cincinnati, Good
Samaritan Hospital continues to be acknowledged for its highly rated cardiac care, maternity programs and rehabilitation services. Good
Samaritan has a world-ranked level III newborn
intensive care unit and delivers more babies
than any area hospital.
The Tsewulhtun Health Centre, located in
Duncan, BC provides community health services to about 6000 First Nations people,
including the Cowichan Tribes, the largest
First Nation in BC with a population of about
4000 members. The Centre operates under a
transfer agreement from the First Nations
and Inuit Health Branch of Health Canada
and provides a community health service,
which is controlled and managed by the First
Nations people and promotes independence,
self determination and choice. Tsewulhtun
promotes a comprehensive approach to community wellness and has established seven
key programs. They are: Healthy Families,
Child & Youth, Infant Development, Dental
Health, Mental Health, Elder Health and
Medical Patient Transportation. Health care
services in the Cowichan community in 1976
consisted of one drug and alcohol counselor.
Two years later, in 1978, Cowichan hired
three Community Health Representatives to
provide health services for the community.
On May 15, 1992 Cowichan Tribes successfully assumed responsibility for delivering
health care services, becoming the fourth
First Nations group in British Columbia to
sign a health transfer agreement with the
Federal Government of Canada. Tsewulhtun
Health Centre successfully negotiated significant changes to the agreement, with regard
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to the mandatory evaluation clauses. To this
day, Tsewulhtun conducts organizational evaluations every 5 years. Ownership of this
process has ensured that they are better
positioned to meet the needs as identified by
their front line staff, the government, and
most importantly, the needs as identified by
their community members. In the course of
the last 30 years, the Tsewulhtun Health
Centre has asserted its role in health care
delivery for the Cowichan people, building
successful relationships and now manages a
health department consisting of over 70
employees. Cowichan Tribes has been
involved in the development of software since
1987 and has sold programs to 115 other
First Nations Community in the last 20 years.
MUSTIMUHW is of course a team effort. No
project of this magnitude and quality could be
accomplished single-handedly. This award
honors the members of the Cowichan community, the expertise of the front line staff
who told the developers how the software
would best serve their needs, and the development team who used their skill to translate
those needs into software.
UNIVERSITY OF
PITTSBURGH
UPMC
UPMC Enterprise Transformation
Project
Supporting Health Sciences
Faculty Access to Clinics and
Academic Networks in the PostHIPAA Environment
learning and research. The University comprises five campuses with eighteen undergraduate, graduate, and professional schools
TUFTS HEALTH PLAN
UNIVERSITY OF
UTAH HEALTH CARE
Waltham, Massachusetts, USA
Salt Lake City,, Utah, USA
Unique Identifier Conversion
Solution
Storage Virtualization
UNC HEALTHCARE
Chapel Hill, North Carolina, USA
Web Clinical Information System
(WebCIS)
The University of Utah Hospital opened its
doors to serve the local community in July
1965.This single facility has grown into what
is now the University of Utah Health
Sciences Center (UUHSC), which consists of
both health services providers and educational institutions, including community clinics, the University of Utah School of
Medicine, academic colleges, and various
institutes and centers. The IT infrastructure
for UUHC supports more than 285 health
sciences applications representing a broad
range of clinical, financial, and academic
information that is critical to the operations
of the center’s various facilities.
The Computerworld Honors Program is an
incredible honor because unlike other awards
in IT-this program recognizes the people and
organizations that use information technology
for the betterment of society. This has great
significance for UUHC as we always strive to
provide the best quality care for our patients
and the best work environment for our staff.
UPMC (www.upmc.com ) is the largest integrated health care and finance delivery system in Pennsylvania and one of the leading
nonprofit medical centers in the country.
UPMC is a $5.8 billion, 40,000-employee
organization. UPMC is the largest employer in
western Pennsylvania. More than 4,000
physicians have privileges at UPMC hospitals
including about 1,950 employed physicians.
UPMC spans the full spectrum of health care
delivery with its network of 19 tertiary, specialty, and community hospitals and 400 outpatient sites and doctors’ offices. UPMC is
consistently ranked among the nation’s top
hospitals by U.S. News & World Report and
the University of Pittsburgh and affiliated programs attract more than $375 million annually in National Institutes of Health (NIH) funding, ranking the academic medical center seventh in the nation in 2004. In IT, UPMC
includes approximately 1,000 IT staff members and oversees more than 2,000 applications, 30,000 desktops and printers, three
mainframes, 96 midranges, and 600 servers.
UPMC’s IT investment over the past five
years has been approximately $725 million.
On top of hundreds of millions of dollars
committed in prior years, in fiscal year 2005,
UPMC invested $121 million in IT initiatives.
This focus has positioned UPMC as a leader
nationally. UPMC has consistently received
national recognition for IT innovation and creativity. InformationWeek magazine recognizes
UPMC every year as one of the top 100
most innovative users of IT, along with organizations such as Cisco, Verizon, and Capital
One. In 2004, UPMC ranked fifth overall and
No. 1 among health care organizations.
UPMC has been praised by Dr. David Brailer
as an “an early adopter and industry leader in
health IT” for the organization’s initiatives surrounding electronic medical records. UPMC
has also been recognized as “Most Wired” by
Hospitals & Health Networks. UPMC is one
of only nine organizations nationwide to make
the list for the seven years the award has
recognized “technically savvy” hospitals.
UPMC has consistently been involved in
doing first of a kind work with vendor partners. The CW honors program is the search
to identify and share such efforts for the betterment of society. CW Honors enhances the
ability to deliver the message that affordable
sophisticated solutions are being developed
that can be deployed not only in industries
such as high finance and manufacturing, but
in health care as well.
SCIENCE
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APPLIED BIOSYSTEMS
Foster City, California, USA
New Portal Project
Founded in 1981 by a group of committed scientists, Applied Biosystems has evolved from its origin of manufacturing protein synthesizers to
become a leading global biotechnology company,
serving a variety of markets and customers all over
the world. From AB’s position at the leading edge
of the genomics revolution, the company has
made critical contributions to the advancement of
human knowledge - in particular, providing the
products which made possible the sequencing of
the human genome, one of the seminal events in
scientific history. Applied Biosystems has
demonstrated its position as a technology leader
and driving force in the changing dynamics of the
life science marketplace. The Applied Biosystems
business is focused on the following markets:
basic research, commercial research (pharmaceutical and biotechnology) and standardized testing,
including forensic human identification, paternity
testing and food testing. The company has an
installed base of approximately 180,000 instrument systems in nearly 100 countries. Basic
research includes work at university, government
and other non-profit institutions that focus on
uncovering the basic laws of nature and understanding human disease. Pharmaceutical and
biotechnology companies use Applied Biosystems
products to discover and develop new drugs more
effectively. Standardized testing customers require
systems that produce precise results from a high
volume of automated tests.
FOUNDATION
ASTRON
Dwingeloo, Netherlands
LOFAR
Our organization is a foundation under Dutch
law. It was founded in 1949 with the goal of
developing the then new technology of radar
for use in astronomy. We have grown with
technology since that time, building and operating in succession some of the largest and
most innovative radio telescopes in the world:
the 25m Dwingeloo telescope in 1956, the
14x25m Westerbork Earth rotation synthesis
array in 1970, and now the LOFAR shared
aperture multi-telescope. We are active in setting the agenda of the international radio
astronomy community, and are currently spearheading the development of the next generation radio telescope, the Square Kilometre
Array (SKA), based on the LOFAR architecture.
SKA is to be an order of magnitude larger and
more sensitive than LOFAR, as well as working
at higher frequencies. It is being planned as a
global cooperation and currently involves 30
institutes in 15 countries. There is as yet no
international organization for radio astronomy,
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so ASTRON supports several international
activities. We have for decades hosted radio
spectrum management activities on behalf of
the European scientific community, including
participation in the international decision making conferences of the UN sponsored
International Telecommunications Union. From
1993, we have hosted the Joint Institute for
VLBI in Europe (JIVE). VLBI stands for Very
Long Baseline Interferometry and in the JIVE
context involves connecting the signals from
radio telescopes across the world (from
Shanghai in the east to Puerto Rico in the
West, from Spitzbergen in the north to Pretoria
in the south) in a giant interferometer. VLBI
regularly provides the highest spatial resolution
of any technique in astronomy, and is also
important to the precision geodetic community.
From 2002, we have hosted the International
SKA Project Office, whose director is charged
with coordinating world-wide activities leading
up to the construction and operation of the
SKA. We are under contract to the SKA project to carry out site surveying activities in
Argentina, Australia, China and South Africa,
leading to site selection in the 2007-2008
timeframe. And we were selected by our colleague institutes to lead a formal design study
for the SKA, which aims to define the technologies required and develop a reliable construction budget for the facility. A major reappraisal of strategy occurred in 1999, in which
we concluded that the required finance for our
technological needs would not be found within
the normal science system in the Netherlands
or even in Europe. We also concluded that,
perhaps unlike many fundamental sciences,
radio astronomy could both benefit from and
help drive innovation in the commercial IT-sector. We therefore set up structures to enable
our organization to manage a cross-sectoral
program and the resulting diversity of sources
of finance. In the process we have grown from
80 employees to some 200, and have evolved
from a single discipline institute to a networking organization. In this regard we are still
evolving, but we find the general strategy most
successful and plan to continue its pursuit.
We hope our participation in the
ComputerWorld competition will lead to wider
appreciation of the power of the LOFAR idea.
Ideally, our involvement in the program will
bring us into contact with other innovative
projects, to mutual benefit. Web sites providing additional information, including downloadable videos, are at URLs:
http://www.LOFAR.org/
http://www.ASTRON.nl/
http://www.LOFAR.nl/ (in Dutch) Pagina 8 van 8
HOUSE EAR
INSTITUTE
Los Angeles, California, USA
Advancing Hearing Science
through Technology
The House Ear Institute (HEI), a private, nonprofit 501(c)(3) organization dedicated to
advancing hearing science through research
and education to improve quality of life.
Established in 1946 by Howard P. House,
M.D., as the Los Angeles Foundation of
Otology, and later renamed for its founder, the
House Ear Institute has been engaged in the
scientific exploration of the auditory system
from the ear canal to the cortex of the brain
for nearly 60 years. HEI scientists continue
to explore the developing ear, hearing loss
and ear disease at the cell and molecular
level, as well as the complex relationship
between the ear and brain. They are also
working to improve hearing aids and auditory
implants, diagnostics, clinical treatments and
intervention methods. Today, the House Ear
Institute’s five-story facility accommodates
more than 180 staff members within 22
departments. The recent growth of our
research studies has prompted a new expansion of our facilities with the construction of a
new wing slated for completion in 2006.
Honors Program has instilled the IT department and HEI as a whole with a tremendous
amount of honor and we are extremely proud
of the recognition. To be considered and
asked to join such circles of prestigious nominees is exciting. There could not have been a
better way to cap off and bring to an end this
years progress within our organization
INSTITUTE OF
TRAINING SCIENCE
AND SPORT
INFORMATICS
LAWRENCE
LIVERMORE
NATIONAL LABS
Koeln, Germany
Advanced Simulation and
Computation
Technology Enables University
Intellectual Capital Management
The German Sport University Cologne (GSUCologne) is one of 14 universities in the
largest German state of North-RhineWestphalia. With 21 institutes in 3 faculties,
the university offers a broad range of sportsrelated research and education, encompassing
all relevant natural, training, business, human
and social sciences. GSU-Cologne is in a
unique position - worldwide - because all of
the education, research, continuing education
and counseling activities are focused on sport
and physical activity. Research expertise covers a wide variety of areas ranging from micro
gravitation studies for long-term stays in
space to numerous molecular biology projects
(i.e. stem cell studies) as well as biochemistry
research in the area of doping analysis, etc.
About 6500 students are enrolled currently,
among them 500 foreign students from over
60 countries. The university is introducing BA
and MA degrees. The following BA-Programs
are to be offered: o Sport and Performance,
o Management and Communication, o
Health and Prevention, o Sport, Adventure
and Recreation. In addition, the selection of
MA-programs will be as follows: o Exercise
Science and Coaching o Rehabilitation and
Sport Therapy, o Movement and Health
Science, o Physical Activity, Performance and
Ageing, o Engineering and Computer
Science in Sport, o Management and
Economy, o Media and Communication
Research, o Sport Tourism and Ecology.
It is an honor to be nominated and recognized for our pioneering work in cooperation
with many IBM employees in Germany and
internationally.
Livermore, California, USA
Lawrence Livermore National Laboratory was
established in 1952 as a second nuclear
weapons research laboratory. The University
Of California has managed the Laboratory
since its founding for the U.S. Department of
Energy/National Nuclear Security
Administration and the Laboratory has grown
steadily as its core national security missions
have expanded. A hallmark of Lawrence
Livermore is its ability to translate basic science concepts into technologies that solve
complex, real world problems and advance
the boundaries of fundamental science.
For Lawrence Livermore National Laboratory’s
Advanced Simulation and Computing Program
to be recognized in the distinguished company
of world class scientific organizations and the
extraordinary researchers nominated for the
Computerworld Honors Program would be a
great honor. The Computerworld program provides another valuable venue for sharing and
disseminating information about important scientific accomplishments and capabilities that
improve the nation’s security and quality of life.
NATIONAL CANCER
INSTITUTE (NCI)
Rockville, Maryland, USA
Cancer Biomedical Informatics
Grid, or caBIG™
The National Cancer Institute (NCI) is a component of the National Institutes of Health
(NIH), one of eight agencies that compose
the Public Health Service (PHS) in the
Department of Health and Human Services
(DHHS). The NCI, established under the
National Cancer Act of 1937, is the Federal
Government’s principal agency for cancer
research and training. The National Cancer
Act of 1971 broadened the scope and
responsibilities of the NCI and created the
National Cancer Program. Over the years, legislative amendments have maintained the NCI
authorities and responsibilities and added new
information dissemination mandates as well as
a requirement to assess the incorporation of
state-of-the-art cancer treatments into clinical
practice. Since 2001, the National Cancer
Institute Center for Bioinformatics (NCICB)
has provided the interoperable biomedical
informatics infrastructure, tools, and data that
biomedical communities need for research,
prevention and care. NCICB plays a lead role
in bioinformatics and information technology
within the National Cancer Institute and
serves as a focal point for cancer research
informatics planning worldwide. NCICB’s distinctive open access, standards-based technical approach is coupled with a firm commitment to collaboration across disciplines, institutions, and sectors. The Center spearheads
critical public-private partnerships to develop
and disseminate informatics for managing,
analyzing, and sharing the wealth of information generated in the fight against cancer.
It is an honor and privilege that the National
Cancer Institute was selected to develop a
case study for the Computerworld Honors
Program. As we’ve stated, caBIG™ is a distinctive and ambitious undertaking, as no
known precedent exists for a bioinformatics
engineering initiative of this scale. We truly
believe that we are using information technology, and collaborative science, to benefit society.
This honor provides visibility into the
caBIGTM program, and may help to grow participation to continue to advance program
progress and adoption. Our program has
open participation, in line with our overall program principles - open source, open access,
open development, and federated. Our case
study will become available to students,
researchers, and scholars, to review, offer recommendations, and offer to participate.
Program expansion, through the visibility that
you are providing, will help to further our
goals.
Finally, you are providing acknowledgment of the diligent work being performed by 800 participants from more than
60 funded institutions and many more volunteer organizations. Many have been touched
by cancer, and thus have an even greater
passion towards their work. They are all
working towards meeting the caBIGTM program goal of providing real solutions to real
problems, and towards the overall NCI challenge goal of to eliminate the suffering and
death due to cancer by 2015. And by selecting NCI to be part of the Computerworld
Honors program, you are helping to say thank
you to our growing community.
NATIONAL
GEOGRAPHIC
SOCIETY
Washington, DC, USA
The Genographic Project
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UCLA’S LABORATORY
OF NEURO IMAGING
(LONI)
Los Angeles, California, USA
WHITEHEAD
INSTITUTE FOR
BIOMEDICAL
RESEARCH
Brain Database
Cambridge, Massachusetts, USA
LONI was founded as a research laboratory
in 1983 at the Washington University School
of Medicine at St. Louis. The Laboratory of
Neuro Imaging moved to the University of
California at Los Angeles in 1987. Today it is
one of the country’s foremost neurological
research centers. LONI works towards
uncovering new knowledge that will lead to
better health for everyone. Laboratory
Director, Dr. Arthur W. Toga, and his large
multi-disciplinary staff have over 20 years of
experience in neuroimaging and analyses of
brain mapping data. LONI is a key member
of the International Consortium for Brain
Mapping (ICBM), the NIH National Centers
for Biomedical Computing (NCBC), the
Biomedical Informatics Research Network
(BIRN), the Alzheimer’s Disease Neuro
Imaging (ADNI) Consortium and many other
national and international initiatives.
The nomination of LONI for the 2006
Computerworld Honors Program is a welcomed recognition of our work on computational biology, neuroimaging and brain mapping. This nomination acknowledges our
standing in the industrial and business world
of computing.
Genome-wide Location Analysis
Whitehead Institute is a nonprofit, independent
research and educational institution with pioneering programs in cancer research, developmental biology, genetics, infectious disease
research and transgenic science. It was founded in 1982 through the generosity of Edwin C.
“Jack” Whitehead, a businessman and philanthropist who sought to create a new type of
research institution, one that would exist outside the boundaries of a traditional academic
institution, and yet through a teaching affiliation
with MIT, offer all the intellectual, collegial and
scientific benefits of a leading research university. This pathfinding agreement with MIT recognized Whitehead Institute as a financially
independent research institution affiliated with
MIT through its teaching activities: Whitehead
would accept MIT graduate students for
research and training in its laboratories and MIT
would, in turn, consider all Whitehead faculty for
appointment to faculty level positions at MIT.
(All current Whitehead faculty are full-fledged
members of the MIT Biology department
and/or other MIT departments.). In 1990, just
six years after the Whitehead officially opened
the doors of its new facility, the Institute for
Scientific Information in Philadelphia identified it
as the top research institution in the world in
molecular biology and genetics based on the
impact of its scientific publications. Since then,
its accomplishments included playing a leading
role in the Human Genome Project. Today, the
Institute is a thriving center for scientific
advancement with more than 200 students,
postdoctoral fellows, physicians, and visiting scientists from around the world.
James Anderson, program director at the
National Institute of General Medical Sciences, a
component of the National Institutes of Health,
said, “this study makes a significant contribution
to understanding the fundamental organizing
principles of life. It also amply illustrates the synergy that can be generated by biologists and
computational experts working together to tackle a systems-level research problem. We are fortunate indeed that such collaborations are
becoming more common and that cultural and
institutional barriers to such collaborations are
beginning to give way.” Being part of the
Computerworld Honors Program is an opportunity to showcase and celebrate this synergy. It
allows Whitehead Institute to celebrate and
honor all of the people from the various scientific, computational and Information Technology
groups who worked so hard to overcome the
initial hurdles and bring these important new
tools to biological research.
TRANSPORTATION
126
FREIGHTQUOTE
Lenexa, Kansas, USA
Freightquote Sales Call Center
LAUREATES 2006
LAUREATES 2006
TRANSPORTATION
TRANSPORTATION
MICHIGAN
DEPARTMENT OF
TRANSPORTATION
Lansing, Michigan, USA
Receiving a nomination and an invitation to
submit a case study to the 2006
Cumputerworld Honors program is a great
honor and pleasure for Freightquote.com.
Recognizing the dedicated efforts of our team
of professionals who developed and launched
the new sales call center will certainly spark
future technology innovation as we continue
to focus on the customer experience.
METRO ST. LOUIS
St. Louis, Missouri, USA
Predictive Monitoring
The Bi-State Development Agency, doing
business as Metro St. Louis, has the mission
of “Regional economic development through
excellence in transportation.” Metro was
established in 1949 through a compact
between Missouri and Illinois and ratified by
the United States Congress. Metro’s broad
powers enable it to cross local, county and
state boundaries in building and operating
services and facilities to enhance the quality
of life for all residents. Today, Metro owns
and operates the St. Louis metropolitan
region’s public transportation system - a
multi-modal network that includes MetroLink,
MetroBus and Metro Call-A-Ride paratransit
van services. Metro also owns and operates
St. Louis Downtown Airport and the adjoining
industrial business park, the Gateway Arch
Transportation System, Ticketing and
Reservation Center, the Gateway Arch
Riverboats, and the Arch Parking Garage
adjacent to the Arch grounds.
It is an honor for Metro to even been considered for this program. I believe it is positive
re-enforcement that we are being financially
responsible for improving our operational efficiency. Getting recognized for that innovation
is a very good feeling! Metro’s hope is that
with this honor from Computerworld, our peer
transit Agencies will recognize this as well and
continue to serve their customers well and
improve public transportation at the national
level. Our Agency’s excitement is shared
across all our divisions and we look forward to
your decision with great eagerness!
128
Real Estate Workflow
MISSOURI
DEPARTMENT OF
TRANSPORTATION MOTOR CARRIER
SERVICES
Jefferson City, Missouri, USA
In 2005 the Michigan Department of
Transportation celebrated the milestone of its
one-hundredth anniversary. Created in 1905,
the State Highway Department, the precursor
to MDOT, revolutionized U.S. highway travel.
Working with the Wayne County Road
Commission, the agency paved the nation’s
first mile of concrete rural highway on
Woodward Avenue in Detroit in 1909. It
responded to growing automobile tourism by
opening the first state-operated information
center near New Buffalo in 1935. During
World War II the state’s first four-lane divided
expressway carried workers from the Detroit
area to Ford’s Willow Run bomber plant in
Ypsilanti. In 1973 MDOT expanded to include
all transportation programs: ports, buses,
aeronautics, marine, railroads, and non-motorized transportation. Now entering its second century of operation, MDOT continues to
build on its legacy of innovation. The department’s lengthy list of historic “firsts” from the
last century is being augmented today by
groundbreaking applications of technology
and management methodologies.
Members of the EDMS RE team brought
years of combined experience to bear on
finding the optimum solution to a challenging
situation. The ComputerWorld Honors
Program provides a means of recognizing
their collective vision, skills, effort, and determination in successfully meeting that challenge. Since many of the underlying issues
faced by the team are also found in other
environments, documentation of their praisewinning achievement can serve to exemplify a
sound and successful course of action for
others seeking to emulate their significant
contribution to the department and the state
of Michigan.
ORIENT OVERSEAS
CONTAINER LINE
LTD.
Cambridge, Massachusetts, USA
Car Sharing
Hong Kong, China
Information Life Cycle management
MoDot MCS
The Highway and Transportation Department
was formed when voters approved
Constitutional Amendment 2 in November
1979. The amendment merged the previously
separate Highways and Transportation
departments. Legislation passed in 1996
changed the department’s name to the
Missouri Department of Transportation. The
department operates under a decentralized
organization with headquarters in Jefferson
City. This General Headquarters office provides staff assistance and functional control
for the various departmental tasks in 10 geographical districts. Each district contains
about 10 percent of the total 32,000 road
mileage in the state highway system. Motor
Carrier Services joined the Missouri
Department of Transportation in July 2002
when legislation was signed merging the program requirements from four separate agencies that serve the motor-carrier industry. The
intent was to streamline processes, share relevant information and increase voluntary
compliance. The division provides information,
credentials, permits, and enforces safety and
economic regulations for businesses and individuals operating commercial vehicles on the
public highways in and through Missouri.
Headquartered in Jefferson City, Mo., there
are nine regional offices distributed throughout MoDOT’s 10 districts across the state.
Motor Carrier Services currently employs
approximately 100 individuals throughout the
state, dedicated to improving highway safety
and saving lives. MoDOT’s principal sources
of state revenue are motor vehicle fuel taxes,
licenses and fees and part of one-half of the
motor vehicle sales tax. MoDOT operations on
a $2.6B annual budget 6,990 full time
employees. MoDOT annual IT budget
exceeds $34M annually.
ZIPCAR
PACCAR
Renton, Washington, USA
Enterprise Application Integration
This is covered in the Introductory Overview
section above. PACCAR Inc Proprietary and
Confidential to be used solely for consideration in the Computerworld Honors Program
SISCOG
Lisboa, Portugal
CREWS
VOLVO CARS
BELGIUM
In the fall of 1999, Zipcar founders were sitting in a café, excited about a concept they
had seen in Berlin while on vacation. Cars
were parked around the city for members to
drive by the hour instead of owning their own
vehicles. They decided to put an American
spin on it, outfitting the cars with wireless
technology, creating a hassle-free reservation
system and strategically placing the cars
around key cities and neighborhoods. In June
2000 the first Zipcars were on the road. The
masses could now drive cars by the hour or
day - on their terms.
Today, thousands of
smiling drivers use Zipcars in Boston, New
York, Washington DC and San Francisco. In
many neighborhoods, Zipcars are as ubiquitous as ATMs. Both Z2B (business) and personal drivers love the freedom and cost savings a Zipcar brings to their lives. That’s why
nearly 40% of Zipcar members have either
sold their car or stopped their purchasing
decision. The revolution is underway, at least
in the minds of members who no longer give
a second thought to how they will get where
they need to go.
Brussels, Belgium
XDMS Implementation
Ability to demonstrate the innovation and
benefit that can occur in the public sector.
129
T H E P RO G R A M A RC H I V E S
THE COMPUTERWORLD
HONORS PROGRAM
THE GLOBAL ARCHIVES
AND ACADEMIC COUNCIL
Well before the turn of the 21st Century, it had become abundantly clear that the information technology
revolution was truly global in scope and scale and that its history belonged to all the nations of the world.
Simultaneously, individuals and organizations in search of inspiration and answers to increasingly complex questions were turning to those faced with similar issues around the world.
In the year 2000, the Computerworld Honors Program, in consultation with its Chairmen’s Committee and
Laureates, its friends and advisors from academia and the IT industry, and with invaluable assistance from friends
in the diplomatic corps, began to disseminate its annual collection of primary source materials to national archives,
state and university libraries, research institutions and similar repositories around the world.
To date, over 250 institutions are actively engaged in the preservation, protection and dissemination of these materials
and have been designated Members of the Computerworld Honors Program Global Archives and Academic Council:
ARGENTINA
CHINA
• Turbo Linux
• Chinese Academy of Sciences
• Institute of Science and Technology
Information of China
• Tsinghua University
AUSTRALIA
• Australian Information Industry Association
• Australian Trade Commission
• Commonwealth Science and Industry
Research Organisation
• Mt. Eliza Business School
• National Library of Australia
• National Museum of Australia,
Research Library
• Queensland Institute of Technology
• The University of New South Wales
AUSTRIA
• Vienna University
BELGIUM
• University of Ghent
• University of Ghent, Dept. of
Telecommunications & Information
Processing
• Instituto Superior Tecnico
• University of Oporto
RUSSIA
• St. Petersburg State Technical University
SCOTLAND
• Edinburgh University Library
SINGAPORE
• Singapore Polytechnic University
SOUTH AFRICA
• Castle of Good Hope
SPAIN
• Consejo Superior de Investigaciones
Cientificas Instituto de Automatica Industrial
• Universidad Politecnica de Madrid
SWEDEN
• Royal Institute of Technology
SWITZERLAND
• Ecole Polytechnique Fédérale de Lausanne
• ICARE Research Institute in Computing
and Telematics
TAIWAN
• Colombian Institute for the Development
of Science & Technology
• National University of Colombia at Medellin
IRELAND
• Trinity College Dublin
• National Taiwan University of Science
and Technology
CZECH REPUBLIC
ITALY
THAILAND
• Academy of Science of the Czech Republic
• Centro Cefriel
DENMARK
JAPAN
• Aarhus School of Business
• Danmarks Tekniske Universitet
• Handelshojskolen i Kobenhavn
• Technical University of Denmark
• University of Hyogo
ECUADOR
• Banco Central del Ecuador
EGYPT
KENYA
• Kenyatta University
KUWAIT
• Kuwait University
LUXEMBOURG
BRAZIL
• American University in Cairo
• Agencia Cidadao
• Biblioteca da Universidade de Brasilia
• Biblioteca da Universidade de Rio de Janero
• Biblioteca Nacional Centro
• Camara Americana de Comercio-Amcham
• Fundacao de Amparo a Pesquisa no Estado
de Sao Paulo
• Fundacao Getulio Vargas
• General Electric do Brasil Ltda.
• Instituto Brasileiro de Geografia e Estatistica
• Instituto de Pesquisa Economica Aplicada
• Instituto de Pesquisas Eldorado
• Instituto para Educacao em Medicina e Saude
• Ministerio da Ciencia e Tecnologia
• Universidade de Sao Paulo
• Universidade Estadual de CampinasPro-reitoria de Extensao e Assuntos
Comunitarios
• Centre de Recherche Publique - Gabriel
Lippmann
FINLAND
MALAYSIA
CANADA
HONDURAS
• HEC
• McGill University, Schulich Library of
Science and Engineering
• Memorial University of Newfoundland
• Royal Ontario Museum
• University of Manitoba
• University of Toronto
• University of Waterloo
• Wilfrid Laurier University
132
COLOMBIA
• Indian Institute of Technology, Bombay
• Institute for Development and Research in
Banking Technology
• Jadavpur University
• University of Madras
• Indonesia
• Bandung Insitute of Technology
PORTUGAL
• Helsinki University of Technology
• Helsinki University of Technology, Library
of Computer Science and Engineering
• Lappeenranta University of Technology
• Universiti Teknologi MARA
MEXICO
• Universidad Nacional Autonoma de Mexico
FRANCE
NETHERLANDS
• Conservatoire National des Arts et Metiers
• La Cité des Sciences et de l’Industrie
• National Institute for Research in
Computer Science and Control
• Ministry of Economic Affairs
• Ministry of Education, Culture & Science
• National Research Institute for
Mathematics & Computer Science
• Techniek Museum
• University of Amsterdam Computer Museum
GERMANY
• Deutsches Museum, Bonn
• Frankfurt Museum of Applied Arts
• Fraunhofer Society
• German Museum of Technology
• Heinz Nixdorf Museum
• University of Paderborn
• Consejo Hondureno de Ciencias y Tecnologia
INDIA
• Cognizant Corporate Library
• Indian Institute of Management, Ahmedabad
• Indian Institute of Management, Bangalore
• Indian Institute of Management, Lucknow
• Indian Institute of Technology (IIT), Bombay
• Indian Institute of Technology (IIT), Delhi
NIGERIA
• University of Lagos
NORWAY
• Norwegian University of Technology
and Science
PERU
• Consejo Nacional de Ciencia y Tecnologia
PHILIPPINES
• University of the Philippines Manila
POLAND
• Warsaw University
• King Mongkut’s University Technology
Thonburi
TURKEY
• Middle East Technical University
UNITED KINGDOM
• British Museum
• Imperial College of Science, Technology
and Medicine
• Museum of Science and Industry
• Museum of the History of Science
• Queen’s University Belfast
• Science Museum
• The British Library
• The Royal Society
• University College London
• University of Cambridge, Whipple Collection
• University of Oxford, Bodleian Library
• University of Sussex
• Warwick University
UNITED STATES
• Arizona State University
• Auburn University
• Bowdoin College Library
• Brookings Institution Library
• Brown University, John D. Rockefeller Library
• California Institute of Technology
• Carnegie Museum
• Carnegie-Mellon University
• Case Western Reserve University
• Colorado State Library
• Computer History Museum, California
• Connecticut State Library
• Coronado Public Library
• Dakota State University
• Dartmouth College
• DePauw University
• Duke University
• Eastman School of Music
• Emory University
• Florida State University
• Georgia Institute of Technology
• Georgia Public Library Service
• Harvard University
• Harvard University, Technology and
Entrepreneurship Center
• Healthcare Advisory Board Company
• Howard University
• Indiana Historical Society
• Institute for Operations Research and the
Management Sciences
• Inter American Development Bank
• International University Exchange
• Internet Public Library
• IUPUI University Library’s Special
Collections and Archives
• LeHigh University
• Library of Congress
• Louisiana State University
• Massachusetts Institute of Technology
• Michigan State University
• Minnesota State University
• Missouri State Library
• Montana Tech Library
• Museum of Science and Industry, Chicago
• Museum of Science, Boston
• National Museum of American History
• New Jersey Institute of Technology
• New Jersey State Archives
• New York Hall of Science
• New York Institute of Technology
• New York Public Library
• New York University, Elmer Homes
Bobst Library
• North Carolina Board of Science and
Technology
• North Carolina Museum of History
• Northern Michigan University
• Northwest Missouri State
• Ohio State University
• Oklahoma State University
• Penn State University Library
• Pepperdine University
• Princeton University Library
• Public Education Network
• Purdue University
• Rand Corporation
• Rice University
• Robert Wood Johnson Foundation
• Rutgers University
• San Bernardino County Museum
• San Francisco Museum of Modern Art
• Smithsonian Institution National Air
and Space Museum
• Smithsonian Institution National Museum
of American History
• South Carolina Department of Archives
and History
• South Dakota State University
• St. Mary’s Episcopal School, Memphis
• Stanford University
• State Library of Michigan
• State Library of Ohio
• State of Florida Library
• State University of New York
• The Tech Museum of Innovation
• Thomas Jefferson Foundation,
Jefferson Library
• University of Alaska Southeast
• University of Arizona
• University of Arkansas at Little Rock
• University of California
• University of California at Berkeley
• University of California at Los Angeles
• University of Cincinnati
• University of Colorado
• University of Connecticut
• University of Dayton
• University of Delaware
• University of Florida
• University of Georgia
• University of Hawaii, Manoa
• University of Houston, College of
Technology
• University of Idaho
• University of Illinois Library
• University of Iowa
• University of Kansas
• University of Kentucky
• University of Louisiana at Monroe,
Sandel Library
• University of Massachusetts
• University of Michigan
• University of Michigan Library
• University of Michigan, Center for
• University of Minnesota
• University of Mississippi
• University of Missouri
• University of Nebraska, Omaha
• University of Nevada, LasVegas
• University of New England
• University of North Carolina
• University of North Carolina,
Kenan-Flager Business School
• University of North Dakota,
Chester Fritz Library
• University of Oregon
• University of Pittsburgh
• University of San Diego
• University of South Carolina
• University of South Dakota
• University of Vermont
• University of Virginia
• University of Washington
• University of Wisconsin
• University of Wyoming
• USC
• Virginia Tech University
• Wake Forest University, Z. Smith
Reynolds Library
• Washington State Library
• Washington State University
• Washington University
• Wesleyan University
• West Virginia University
• Western Carolina University
• Wheaton College
• Wisconsin State Historical Society
• Yale University
VENEZUELA
• Biblioteca Marcel Roche
• United Nations Education, Scientific
and Cultural Organization
• Universidad Simon Bolivar
ZIMBABWE
• University of Zimbabwe
133
THE OFFICIAL ARCHIVES ONLINE
THE ORAL HISTORY ARCHIVE
The Computerworld Honors Program’s official Archives Online harnesses the power of the
Internet to provide global access to the primary source materials submitted by Computerworld
Honors Program Laureates. This ever-growing global collection comprises an extraordinary
selection of interpretive resources. In addition to sound recordings, still photography, interviews,
oral histories and video biographies, the archive now includes literally thousands of case
studies of outstanding applications of information technology. Nominated over more than a
decade by the Program’s Chairmen’s Committee, these works are submitted for inclusion in
the permanent research collections of a select group of the world’s leading academic and
research institutions.
The Chairmen’s Committee and Sponsors of the Computerworld Honors Program have
made possible the creation of oral histories and video biographies of some of the most
outstanding leaders of the information technology revolution. These interviews are
designed to capture for posterity some of the personal and professional stories of these
individuals, their goals, ideals, mentors, sources of inspiration and thoughts on the future
of technology. Transcripts and, in many cases, highlights of the original audio or videorecordings of these interviews, are rapidly becoming available through the resources of
the Smithsonian’s National Museum of American History and The Computerworld
Honors Program’s Official Archives Online.
www.cwhonors.org
Marc Andreessen, Founder and Vice President,
Netscape Communications Corporation
Douglas Engelbart, President, The Bootstrap
Institute
Robert Ballard, Founding Chairman of the JASON
Project
Gordon Eubanks, President, CEO, Oblix
David Evans, Co-Founder, Evans & Sutherland
Edward Barnholt, Chairman, President and CEO,
Agilent Technologies
Joe Forehand, Chairman and CEO, Accenture
Craig Barrett, Chief Executive Officer, Intel
Jay Forrester, Germeshausen Professor Emeritus of
Management, MIT, Sloan School of Management
Bill Bass, Senior Vice President, E-commerce &
International, Lands’ End
John Gage, Director, Science Office, Sun
Microsystems
Andreas Bechtolshiem, Vice President Giga Byte
Switching, Cisco Systems
William H. Gates, Chairman, Microsoft
Gordon Bell, Chief Scientist, Stardent Computer
Andrew Grove, Chairman, Intel
Tim Berners-Lee, Inventor of the World Wide Web
John Hammergren, Chairman & Chief Executive
Officer, McKesson Corporation
Steve Case, CEO, America Online
Vinton Cerf, Senior Vice President, Internet
Architecture & Technology, WorldCom
Frederick Hausheer, Founder, Chairman & CEO,
BioNumerik Pharmaceuticals
John Chambers, Chairman & CEO, Cisco Systems
Jeff Hawkins, Co-Founder, Chairman & Chief
Product Officer, Handspring
Gerald Cohen, Founder, Information Builders
Bill Hewlett, Co-Founder, Hewlett-Packard
Craig Conway, President & Chief Executive
Officer, PeopleSoft Inc.
Max Hopper, Principal and Chief Executive
Officer, Max D. Hopper Associates Inc.
Seymour Cray, Chairman, Cray Computer
Corporation
Irwin Jacobs, Chairman, Qualcomm
Michael Dell, CEO, Dell Computer
Robert Dutkowsky, President & CEO, JD
Edwards Corporation
Steve Jobs, CEO, NeXT
Bill Joy, Chief Scientist, Sun Microsystems
Robert Kahn, Founder & President, Corporation
for National Research Initiatives
Larry Ellison, President & CEO, Oracle
134
135
THE ORAL HISTORY ARCHIVE
Ray Lane, General Partner, Kleiner, Perkins,
Caulfield & Byers
Ted Leonsis, President, Interactive Properties
Group, AOL Time Warner
Kenneth Lewis, Chief Executive Officer, Bank of
America
Steve Markman, Chairman, CEO & President,
General Magic
J Andrew McCammon, Pioneer in Theoretical &
Computational Chemistry, University of California
at San Diego
Hasso Plattner, Co-Founder, SAP AG
John Pople, Professor, Northwestern University
Casey Powell, Chief Executive Officer, Sequent
Computer Systems
Linda Roberts, Director, Office of Educational
Technology, U.S. Department of Education
Michael C. Ruettgers, Executive Chairman, EMC
Corporation
Lewis Sadler, University of Illinois- Chicago
Biomedical Visualization
John McDonald, Co-Founder, McDonald &
Stredney
Eric Schmidt, Chairman & CEO, Novell
Patrick McGovern, Founder, International Data
Group
Ralph Shrader, CEO, Booz Allen Hamilton Inc.
David McQueen, Professor, New York University’s
Courant Institute
Scott McNealy, CEO, Sun Microsystems
J Edward McVaney, Co-Founder, JD Edwards
A C K N OW L E D G E M E N T S
Stratton Sclavos, Chairman & CEO, VeriSign, Inc
Stephen Sprinkle, Managing Director, Deloitte
Consulting
Don Stredney, Co-Founder, McDonald &
Stredney
Robert Metcalfe, Founder, 3Com
Matthew J. Szulik, Chairman, CEO & President,
Red Hat
Anne Meyer, Center for Applied Science and
Special Technology
Ralph Szygenda, Group Vice President & Chief
Information Officer, General Motors
Gordon Moore, Chairman Emeritus, Intel
Joseph Tucci, President & Chief Executive Officer,
EMC
Dr. Nathan N Myhrvold, Chief Technology
Officer, Microsoft Corporation
Hal Uplinger, Producer of Live Aid concert
Thomas Nies, Chairman, Cincom
J. Craig Venter, President & Chairman, The
Center for the Advancement of Genomics
Ken Olsen, Founder & President, Digital
Equipment Corporation
Ann Vesperman Olson, Vice President Customer
Service, Lands’ End
Paul Otellini, President & Chief Operating
Officer, Intel
David Packard, Co-Founder, Hewlett-Packard
Seymour Papert, LEGO Professor of Learning
Research, MIT Media Lab
Charles Peskin, Professor, New York University’s
Courant Institute
136
THE COMPUTERWORLD
HONORS PROGRAM
ACKNOWLEDGEMENTS
THE 2006 CHAIRMEN’S COMMITTEE
The Computerworld Honors Program proudly thanks the Program’s Chairmen’s
Committee for 2006.
3com, Eric A. Benhamou
Accenture, Joe W. Forehand
ACS Government Solutions, John Brophy
Adobe Systems, Bruce R. Chizen
Agilent, William P. Sullivan
America Online, Jonathan F. Miller
Apple, Steven P. Jobs
AT&T, Edward E. Whitacre
Autodesk, Carol A. Bartz
Avaya, Donald K. Peterson
BEA, Alfred S. Chuang
BearingPoint, Roderick C. McGeary
BellSouth, F. Duane Ackerman
BMC, Robert E. Beauchamp
Booz Allen Hamilton, Ralph W. Shrader
Borland, Tod Nielsen
Broadcom, Scott A. McGregor
Business Objects, John Schwarz
Capgemini, John Parkinson
CDW, John A. Edwardson
Cincom, Thomas M. Nies
Cingular Wireless, Stanley T. Sigman
Cisco, John Chambers
Cognizant, Lakshmi Narayanan
Computer Associates, John Swainson
Compuware, Peter Karmanos, Jr.
Dell, Michael Dell
Deloitte, James H. Quigley
Eastman Kodak, Antonio M. Perez
Eclipsys, R. Andrew Eckert
EDS, Michael H. Jordan
EMC, Joseph Tucci
Epicor Software, L. George Klaus
Epson America, John Lang
Extreme Networks, Gordon L. Stitt
F5 Networks, John McAdam
FileNet, Lee D. Roberts
Fujitsu, Toshio Morohoshi
Getronics, Klaas Wagenaar
HP, Mark V. Hurd
Hitachi, Shinjiro Iwata
i2, Sanjiv S. Sidhu
IBM, Sam Palmisano
138
Information Builders, Gerald D. Cohen
Intel, Craig Barrett
Keane, John J. Leahy
Lawson Software, Harry Debes
Lucent, Patricia F. Russo
MCI, Michael Capellas
Microsoft, William H. Gates
Microstrategy, Michael J. Saylor
Morgan Stanley, Merritt Lutz
Motorola, Edward J. Zander
NCR, Jim Ringler
NEC, Akinobu Kanasugi
Nortel, Mike S. Zafirovski
Novell, Jack L. Messman
Open Text, John Shackleton
Oracle, Larry J. Ellison
Panasonic, Paul Liao
Patni Computer Systems, Narendra K. Patni
Progress Software, Joseph W. Alsop
Quantum, Richard E. Belluzo
RAD Data Communications, Zohar Zisapel
Raytheon, William H. Swanson
RSA Security, Arthur W. Coviello, Jr.
SAIC, Ken C. Dahlberg
SAP, Henning Kagermann
SAS, James Goodnight
SGI, Robert R. Bishop
Siemens, Klaus Kleinfeld
Software AG, Haskell Mayo
Sprint Nextel Corp., Gary D. Forsee
Sun Microsystems, Scott G. McNealy
Sybase, John S. Chen
Symantec, John W. Thompson
Texas Instruments, Thomas J. Engibous
TIBCO, Vivek Ranadivé
Toshiba, Tadashi Okamura
Unisys, Joseph W. McGrath
VeriSign, Stratton D. Sclavos
Verizon, Ivan G. Seidenburg
Wyse, John Kish
Xerox, Anne M. Mulcahy
Yahoo!, Terry S. Semel
THE 2006 SEARCH DIRECTORS COMMITTEE
The Computerworld Honors Program proudly thanks those Search Directors who
nominated organizations to the Program for 2006.
3com, Sue Fontes
Accenture, Debby Gaul
Adobe Systems, Anna O’Neil and Leah Taylor
America Online, Tricia Primrose Wallace
AT&T, Laura Mertz
Avaya, Candace Deliman
BMC, Chrissy Campbell
Booz Allen Hamilton, Eleanor Schaffner-Mosh
Borland, Christy Barsotti
Business Objects, Melissa Neumann
Capgemini, Jonathan Blank
CDW, Brian Schwartz
Cincom, Pat Dowling
Cingular Wireless, Igor Glubochansky
Cisco, Judy May
Computer Associates, Laurie Spindler
Dell, Alison Bullock
Deloitte, Beth Herrmann
Eclipsys, Jason Cigarran
EDS, Michelle Massey
EMC, Liz Thibeault and Patrick Cooley
Epicor, Lisa Preuss
Extreme Networks, Gregory Cross
F5 Networks, Matt Grant
FileNet, Laurie Owen
HP, Cheri Wesinger
Hitachi, Kat Kirk
i2, Kirsten Monberg
IBM, Jackie Mahoney
Information Builders, Sabrina Salgado
Juniper Networks, Amy Lee
Keane, Fran Kelly
Microsoft, Eric Basha, Tim Carroll and Keith Hodson
MicroStrategy, Claudia Cahill and Wende Cover
Morgan Stanley, Carol Horn
Nortel, Geney Kook and Michael Branch
Novell, Bruce Lowry
Open Text, Richard Maganini
Oracle, Chelsea Bach and Susan Zielinski
Progress Software, Cynthia Maxwell
RAD Data Communications, Dvora Levanon
and Judy Smith
RSA Security, David Seuss
Siemens, Jennifer Fairbanks
Software AG, Lisa Wulf
SUN, Emily Laderman
Sybase, Katie Hill
Symantec, Jennifer Fairbanks
TIBCO, Holly Lawrence
Unisys, Jim Senior
VeriSign, Sia Pappanastos
Xerox, Eduard Roosli
139
ACKNOWLEDGEMENTS
THE 2006 PROGRAM SPONSORS
The Computerworld Honors Program gratefully acknowledges the generosity, corporate
good-citizenship, and vital contributions these sponsors have made to the history of the
worldwide information technology revolution.
BENEFACTORS AND LEADERSHIP AWARDS UNDERWRITERS
PROGRAM UNDERWRITERS
SPONSORS
PATRONS
THE COMPUTERWORLD HONORS PROGRAM
ybase Congratulates Our 2006
omputerworld Honors Laureates
od AB
a
arian Chamber of Commerce and Industry
mbia University School of Nursing
i eGovernment
rical Safety Authority of Ontario
ald City Software
v
e Telecom
thwyse
Intervoice
JP Morgan Chase & Co.
Kone b.v. Elevators & Escalators
Leeds Hospital
RTL Nederland
Streets Heaver
Ts’ewulhtun Health Centre
University of Georgia
USP Designs (PTY)
The Computerworld Honors Program is governed by the Computerworld Information Technology Awards Foundation
©2006 Sybase, Inc. All Rights Reserved. All product and company names are trademarks of their respective owners.
140
THE COMPUTERWORLD
HONORS PROGRAM
One Speen Street
Framingham, Massachusetts 01701 USA
Phone: 508-620-7758
Fax: 508-626-8524
The Computerworld Honors Program is governed by
The Computerworld Information Technology Awards Foundation
Find the Computerworld Honors Program Collection online at:
www.cwhonors.org

the laureate - The Computerworld Honors Program

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