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2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
2010 CIO Panel_ December 9, 2010
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2010 CIO Panel_ December 9, 2010

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  • The challenge is to become more efficient by using new and emerging technologies and trends, but maintaining uncompromised rigor in the area of security and data practices. Examples of the level of complexity of simple efficiency changes like outsource email.
  • Transcript

    • 1. ANNUAL CIO PANEL
      TRENDS & CHALLENGES FOR 2011
      EVENT SPONSOR
      HOST
    • 2. ABOUT MHTA
      Develop favorable public policy environment
      • Policy Positions/Initiatives
      • 3. Legislative Involvement
      • 4. Media Voice
      advocate
      MHTA PROMOTES THE GROWTH, SUSTAINABILITY AND GLOBAL COMPETITIVENESS OF MINNESOTA’S TECHNIOLOGY-BASED ECONOMY THROUGH ADVOCACY, COLLABORATION AND EDUCATION.
      MHTA promotes the growth, sustainability and global competitiveness of Minnesota’s technology-based economy
      through
      advocacy, education
      and collaboration.
      Galvanize
      communities of
      interest, partnerships and technology transfer
      Build executive
      knowledge base, community awareness and future workforce
      • Minnesota Tekne Awards
      • 5. Spring Conference
      • 6. TechAmerica Membership
      • 7. CEO Roundtables
      • 8. Golf & Member Networking Events
      • 9. CIO Panels & CIO Forums
      • 10. CEO Briefings
      • 11. ACE Leadership Program
      • 12. STEM Workforce Initiatives
      educate
      collaborate
    • 13. MHTA Upcoming Events
      www.mhta.org
      • 2011 ACE Leadership Program A few spots remain - Apply today! | www.mhta.org
      • 14. Sponsorship Breakfast
      January 18, 2011| Mortenson Construction
      • 2011 SPRING CONFERENCE
      April 14, 2011| Minneapolis Convention Center
       
    • 15. ANNUAL CIO PANEL
      TRENDS & CHALLENGES FOR 2011
      EVENT SPONSOR
      HOST
    • 16. Minnesota Department of Health MDH IT Agenda for 2011 and Beyond
      John Paulson, Chief Information Officer
      December 9, 2010
    • 17. Mission: To protect, maintain and improve the health of all Minnesotans
      Assessing the public’s health
      What challenges do we face?
      Promoting sound policies
      How do we address those challenges?
      Assuring effectiveness
      Did we succeed in improving health?
    • 18. Public Health = Longer Lives
      Life Expectancy at Birth,
      United States, 1900 - 1996
      25 of the 30 years of life gained in the 20th Century resulted from public health accomplishments
    • 19. State CIO Priorities for 2011
      1. Consolidation / Optimization: centralizing, consolidating services, operations, resources, infrastructure, data centers
      2. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, activity based costing
      3. Health Care: national & state health reform efforts, health enterprise architecture, assessment, partnering, implementation, health information exchange, technology solutions, Medicaid systems (planning, retiring, implementing, purchasing)
      4. Cloud Computing: as a service delivery strategy; models, governance, service management, provisioning, security, privacy, data ownership
      5. Shared Services: business models, sharing resources, services, infrastructure, independent of organizational structure
      6. Governance: improving IT governance, data governance, partnering
      7. Security: risk assessment, governance, authority and executive support; budget and resource requirements; insider threats; third party security practices as outsourcing increases; and security frameworks
      8. Broadband and Connectivity: strengthening statewide connectivity, public safety wireless network, telehealth
      9. Legacy modernization: enhancing, renovating, replacing, legacy platforms and applications, business process improvement
      10. Data and Information Management: enhancing the role of data, information / intelligence, knowledge management
    • 20. The most significant MDH IT efforts
      Participating in the Electronic Health Record exchanges
      Delivering Technology as a Service
      Cloud Computing
      Efficient and Transparent Operations
      Maintaining Uncompromising Security and Data Practices, While Embracing Efficiencies and Innovation
    • 21. Challenges and Opportunities for 2011
      MHTA CIO Panel
      December, 2010
    • 22. Navarre
      • Founded in 1983
      • 23. NASDAQ (NAVR)
      • 24. Business Units
      • 25. Navarre Distribution Services
      • 26. Encore
      • 27. FUNimation
      • 28. New ERP, warehousing and logistics system
      • 29. SAP & HighJump WM
      11
    • 30. Strategic Statement
      We will deliver the best in class sales and distribution services to North American retailers and their suppliers across the full product life cycle from licensing and production through distribution and sales to value added services with superior systems and e-commerce support.
      CONNECTING STRONG BRANDS WITH SMART LOGISTICS
      IT’S IN OUR DNA!
      12
    • 31. Retail Partners
      13
    • 32. Navarre Service Matrix
      6
      4
      5
      3
      1
      2
      Service Options for the Client
      14
    • 33. Navarre Challenges
      15
      • Core distribution products are easily downloadable
      • 34. Revenue concentration in limited partners
      • 35. Increase utilization of our advanced warehousing and systems, thus drive bottom line profit.
      • 36. Develop new capabilities and business in 3rd Party Logistics services that compete with major players
      • 37. Adapting to new inventory and pricing models
    • IT Opportunities
      16
      Navarre’s Business is Technology Driven
      IT Staff – broad range of skills
      • Implementation Project Management
      • 38. Experience
      • 39. Business Acumen
      • 40. “Can Do!” attitude
      • 41. Systems Drive Growth
      • 42. Product-agnostic design
      • 43. Flexibility and configurability
      • 44. Compliant with retail requirements
      • 45. Optimizing OpEx
      • 46. Utilize technology to minimize labor
      • 47. When appropriate implement new technologies
      • 48. When appropriate use partners
      • 49. Reliability and Uptime
    • ThankYou
      17
    • 50. Dealing with “Creative Customers”
      MHTA Presentation
      December 9, 2010
      Cole W. Orndorff
      VP, CIO
      Mortenson Construction
    • 51. Building a Legacy of Success
      • Family-owned firm – 56 years strong
      • 52. Seven geographic office locations
      • 53. Five industry-specific operating groups
      • 54. Currently 130 “Offices” or Connection Points
      • 55. Industry leaders in technology & sustainability
      • 56. Ingenuity, Expertise, Exceptional People
    • 10 years > 1385 projects > $20.1 billion
      Geographic Focus
    • 57. Leaders in Virtual Design & Construction
      Improvingthe overall constructionprocess
      • Precise MEP coordination
      • 58. Maximized pre-fabrication
      • 59. Improved project visualization
      • 60. Drives schedule control
      • 61. Virtual mock-ups to increase quality
      • 62. Captures and applies end-use input
      • 63. O&M integration
    • MEP Coordination (Mechanical, Electrical, Plumbing)
    • 64. Reasons for Skunk Works
      Tight Budgets
      Limited Staff
      User thinks they have a unique problem
      IT Processes and Procedures
      Funding
      Not easy to do business with IT
      “The Cloud” creates additional opportunities!
    • 65. Discovery
      How bad is it?
      Who knows about it?
      How do we call them out into the open?
      What do we do about it?
    • 66. Amnesty Program
      Call them out
      Carrot and Stick
      Critical Business Issue
      Measure their success
      Based on the success metrics:
      Kill it
      Promote it
      Keep it
    • 67. Kaizen Implementation
      Standardize an Operation
      Measure the Standardized Operation
      Gauge measurements against requirements
      Innovate to increase productivity
      Standardize the new, improved operations
      Repeat Cycle
    • 68. Criteria for Process Improvement
      Improves Safety
      Increases Quality
      Lowers Cost
      Improves Delivery (Schedule)
      Improves Morale
    • 69. Refine Processes Before Applying Technology
      Case Study: Electronic RFI Process
      Providence Regional Medical Center Everett
      Overall Results
      On 2000 RFIs, saved 3000 man hours and 400 reams of paper.
      RFI Process Improvement:
      After Kaizen Study:
      30 steps
      1 website
      6 logs
      14 handoffs
      2.5 hours
      Paperless RFI Process
      20 steps
      1 website
      3 logs
      9 handoffs
      2.5 hours
      Base Case:
      53 steps to process
      3 websites
      9 logs
      21 handoffs
      4 hours
    • 70. Solutions Can Be Simple!
      Case Study: Renewable Energy Customer Dashboard
      Google Maps Application
      Overall Results
      Easier Access for customer and automated updates from systems.
      Google Maps Application
      New Solution:
      Scalable
      Simple
      No Single Points of Failure
      Automated Updates
      Supported
      Original Solution:
      Scalability Issues
      Single Points of Failure
      Manual Processes
      Not Supported by IT
    • 71. Two Steps forward and One Back!!
    • 72. ANNUAL CIO PANEL
      TRENDS & CHALLENGES FOR 2011
      JODY DAVIDSCIO, BEST BUY
    • 73. 32
      The Future of Electric VehiclesOutlook, Challenges & Considerations
      Minnesota High Tech Association
      Annual CIO Panel
      December 9, 2010
    • 74. 33
      About Xcel Energy
      NSP-Wisconsin
      7% of earnings *
      NSP-Minnesota
      40% of earnings *
      Diversified, Fully Regulated,
      Operating in 8 States
      Combination Utility
      Electric 85% of Net Income*
      Gas 15% of Net Income*
      Customers
      3.4 million electric
      1.9 million gas
      2009 Financial Statistics
      Revenue: $9.6 billion
      NI Ongoing: $690 million
      NI GAAP: $681 million
      EPS Ongoing: $1.50
      EPS GAAP: $1.48
      Dividend Payout: 65%
      Assets: $25.5 billion
      Equity ratio: 45%
      PSCo
      44% of earnings *
      SPS
      9% of earnings *
      * Percentages based on 2009 Ongoing Earnings
      Xcel Energy is a pure play electric & gas utility operating in key Midwestern states with strong regulatory support
    • 75. 34
      Electric Vehicles – Ideal State
      Vehicles are available and affordable
      Infrastructure is in place
      Home
      Neighborhoods
      Public places
      Charging stations work for all vehicle types
      Distributed storage and generation
    • 76. 35
      Electric Vehicles – Key Challenges
      Current technology (cost effectiveness & load profile)
      Customer adoption assumptions
      Advancement of battery technology
      Infrastructure
      Regulated vs. privatized cost model
      Recovery and billing mechanisms
      TimeOfDay Rates, Remote payment
    • 77. 36
      Electric Vehicles: Penetration
      # ElectricVehicles
      Timing Affected by:
      400,000
      300,000
      Sooner
      Later
      200,000
      Develop Ground Rules
      0
      2010
      2015
      2025
      2030
    • 80. 37
      So What.....Chicken or the Egg?
      Car adoption or infrastructure
      Incentives….are they targeted correctly?
      Battery technology R&D investment
    • 81. 38

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