Symposiums

October 25, 2005
7:30 to 10:00 AM
Fox/Gittis Foyer
Liacouras Center
Temple University Main Campus

Business continuity planning is an important consideration for any organization including traditional high availability enterprises such as banks as well as non-profit organizations such as educational institutions. The basic idea of business continuity is that an organization has a plan in place to continue operations when a disruption occurs such as natural or other disasters. Over the years, the concept of business continuity has evolved to include not just data backup, but also crisis management, application, data and network recovery services, risk assessment, and security. In this panel discussion we will explore the current state of the art of business continuity planning and implementation in the Philadelphia region.

Panelists

• Susan Rogers, Senior Vice President – Enterprise Risk Management, GMAC Commercial Holding Corporation
• Michael Cox, Director – Operations Integration, Lockheed Martin Integrated Systems & Solutions
• Brian Turley, President, Strohl Systems
• Joe Dahan, Director – Business Continuity and Disaster Recovery Planning, SEI
• Cherif Sleiman, Chief Technologist, Nortel Networks Office of Technology

Moderator

• Timothy O’Rourke, Vice-President for Computer and Information Services, Temple University

February 09, 2005
7:30 to 10:00 AM
Fox/Gittis Foyer
Liacouras Center
Temple University Main Campus

Ever since the first management information system was implemented in a business setting, there have been questions about how well (or not) information technology aligns with business objectives. Proponents have variously claimed that IT should be aligned with business objectives, or that it is really IT innovation that drives new business models and strategy. Over time our understanding of the nuances of these extreme positions has become more sophisticated with concepts such as eBusiness, business re-engineering, strategic agility, and others.

The role of the CIO and technology has dramatically changed in the past 5 – 10 years. If the CIO is not business savvy he/she will not be successful. But that is not all, the panel agreed unanimously that this is not a technical issue – but rather a business issue. To further break it down it is a relationship (with CEO & other C-level execs), communication and education issue. Various techniques were discussed on how to practically approach these issues; such as, Management Automation Committee with the Chair as a Senior Finance person, formally educate (update) your peers on a regular basis and your Board on a semi-annual basis. In addition hallway conversations and lunches prove very beneficial – great social skills are very important. In addition presenting to the CEO a strategy followed by a system to purchase is a bad idea – the gap analysis or business process between the strategy and the system is crucial to the CEO. Other successful techniques included creating a roadmap and key performance metrics as part of your plan. In summation the topic is very broad and skewed heavily based on the culture and processes in place in your industry and company. This makes a ‘silver bullet’ solution impossible, the successful alignment is the result of solid technology processes, relationships with senior management and a clear understanding of your business objectives.

Panelists

• Dr. Mathias Kirchmer, CEO, IDS Scheer North America
• Jim Lanzalotto, Vice President of Strategy & Marketing, Yoh
• Glenn Meglino, Director, Global Assurance Technology, Deloitte Services LP
• Louis Pellicori, Executive Vice President/Chief Information and Operations Officer, Sun National Bank
• Rudy Wolfs, Chief Technology Officer & Chief Information Officer, ING Direct USA

Moderator

• Michael Palmer, Executive VP & CIO, Allied Office Products, Inc.

December 02, 2004
7:30 to 10:00 AM
Fox/Gittis Foyer
Liacouras Center
Temple University Main Campus

The adoption of emerging technologies is a constant challenge for organizations. New innovative technologies promise new higher levels of productivity, improved service and new business opportunities, but the new “silver bullet” often fails perhaps due to unrealistic expectations, spiraling budgets, lack of time and other resources, employee and customer resistance and just poor management.

In this new era of prudent management in which the willingness to just believe in the future and invest is gone, is it feasible for organizations to continue to adopt and invest in emerging technologies? Can organizations actually manage and structure the adoption of new technologies? The distinguished panel of experts will offer insights on the challenges of adopting emerging technologies in organizations.

Panelists

• Cynthia Kuper, President & CEO, Versilant Nanotechnologies
• Terrie Stickel, Marketing Manager, SAP Field Marketing, SAP America
• Judy Tschirgi, CIO & Senior VP, SEI
• Art Valentine, VP Business Services & Operations, Promissor
• Anne M. Wilms, VP & CIO, Rohm and Haas Company

Moderator

• Niraj Patel, Executive VP & CIO, GMAC Commercial Mortgage

October 20, 2004
7:30 to 10:00 AM
Fox/Gittis Foyer
Liacouras Center
Temple University Main Campus

The rapid rate of adoption of Radio Frequency Identification (RFID) tags is challenging the retail and distribution processes of many firms. RFID tags are tiny radio transmitters with read/write memory capability that could replace traditional barcode technology to automatically identify and track shipments and merchandise. A product could in theory be tracked and managed through the complete supply and retail chain from production to eventual disposal. Major retailers and the US government have mandated the use of this technology. What are the major business and technical implications of this technology? As businesses rush to adopt a technology with a shaky standard will there be a negative fall-out from inevitable failures? What can we learn from the lead adopters of RFID? This panel will pull together expert practitioners who can realistically address and assess the impact of RFID on the retailing and distribution industry.

Radio frequency identification tagging has the ability to revolutionize retailing. Real-time inventory management, automatic shelf replenishment and better in-stock levels are all possible. Spurred by Wal-Mart, the widespread adoption of RFID isn’t a matter of if but when. Our panelists had various views and experiences with the technology. CVS vice president Jack DeAlmo is looking at RFID to track expensive prescription drugs and comply with Federal Drug Administration regulations. Mark Donovan, a senior vice president with the Philadelphia Eagles, instituted RFID at the team’s stadium to speed concession lines and foster consumer loyalty programs. Among the topics covered: Are bar codes going to become a relic of the past? Alan Melling, senior director at Symbol Technologies said that he expects the two technologies to coexist for a while. His company provides both. Will RFID hurt privacy? All of the panelists were concerned with privacy issues, but noted that there are precautions. The key is being upfront about how data is used and give consumers a clear benefit. Douglas Karp, Senior Director, General Manager, Checkpoint Systems, said one area where RFID has shown a benefit is library checkout systems. Is there a return on investment? Craig Jett, Global Supply Chain and RFID Solution Executive, Distribution Sector, IBM, noted that returns will be company specific based on how RFID tagging is used. The costs of tags is one large hurdle.

Panelists

• Jack DeAlmo, Vice President, CVS
• Mark Donovan, Senior Vice President, Philadelphia Eagles
• Craig R. Jett, Global Supply Chain and RFID Solution Executive, Distribution Sector, IBM
• Douglas M. Karp, Senior Director, General Manager, Checkpoint Systems, Inc.
• Alan Melling, Senior Director, Symbol Technologies

Moderator

• Larry Dignan, News Editor, Baseline

March 31, 2004
7:30 to 10:00 AM
Fox/Gittis Foyer
Liacouras Center
Temple University Main Campus

Customer Relationship Management (CRM) has become an umbrella term for the practice of formally planning for and technology enabling the relationship with our customer. CRM is a technology and a concept to change the marketing, distribution, pricing, and features that are offered to customers. Early proponents of CRM assumed it would replace and subsume all aspects of customer facing activities. This vision has not been realized in most organizations and questions still linger about whether CRM is simply a re-packaged version of sales force automation.

Our panelists offered a range of perspectives and experiences on what CRM means to different companies. There seems to be no standard approach to how companies organize around CRM or who sponsors or manages the activities. CRM can be an individual business unit initiative with no dedicated resources to a company-wide activity with senior management leadership and dedicated resources.

The cost benefit mode for CRM is also challenging. Many companies have adopted CRM practices based on their commitment that is the only way to remain competitive and be successful. Many technologies are available to facilitate and support CRM programs, but the business processes and strategies are far more important than the technology.

Lessons learned shared by the panelists revolved around having clear understanding of the scope and objective, the always popular “criticality of project management”, need for clarity on the measurement and/or metrics, and the value of senior management sponsorship.

Panelists

• Jennifer Streitwieser, Founding Partner, The Diagonal Group
• Jim Spicer, Senior Vice President and Managing Director, Wachovia Corporation
• Frank Reynolds, Director, Global Business Development Siemens Enterprise Networks
• Michael Palmer, CIO & EVP Supply Chain Management, Allied Office Supplies, Inc.
• Frank Mouthaan, Vice President of Global CRM Sales Support, PeopleSoft

Moderator

• Bruce Fadem, Vice President and CIO, Wyeth Pharmaceuticals