Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
The Road to Innovation is Paved With Information Technology
1. THE ROAD TO
INNOVATION IS PAVED WITH
INFORMATION TECHNOLOGY
HOW BUSINESS LEADERS ARE CHANGING
THE RULES OF CORPORATE SUCCESS
IN ASSOCIATION WITH:
2. CONTENTS
Introduction and Methodology .........................................................................................................2
Executive Summary and Key Findings ..........................................................................................4
Agility and Nimbleness Are the Most Desirable Values a Firm Can Hold ......................8
The Roots of Competitive Advantage ..........................................................................................12
CEOs Have a Rosier View of IT Strategy Than Tech Chiefs .................................................17
Top Priorities: Mobility and Full Access at Any Time .............................................................23
Chiefs Have Divergent Views on the Role of CIO .................................................................. 26
Digging Deeper: Case Studies........................................................................................................ 29
1 We’re All in This Together: Chief Technology Offi cer ..............................................30
2 View From the Top: CEO .......................................................................................................31
3 Driving Disruption: Vice President of Innovation .......................................................32
4 Best of Both Worlds: Chief Technology and Innovation Offi cer .........................33
5 Follow the Money: Chief Financial Offi cer ....................................................................34
6 Across the Enterprise: Chief Innovation Offi cer ..........................................................35
Conclusion............................................................................................................................................... 36
3. INTRODUCTION AND
METHODOLOGY
“Innovation” has become the term du jour these days, but it’s just as
likely to evoke uncertainty as to evoke a sense of business progress.
Many business leaders are still struggling to defi ne what innovation
really means, what it can potentially do for their organizations, and
who is most capable of delivering and leading it. There is one thing that
nobody disagrees on, however: the road to successful innovation is
paved with information technology. From data analytics—which opens
up insights on customers and markets—to collaborative technologies—
which open up participation to employees and partners across the
enterprise—to social platforms—which open up communication
with customers—technology is providing insights that would
never have seen the light of day until recently.
2 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
5. EXECUTIVE SUMMARY
AND KEY FINDINGS
The world has changed dramatically over the past fi ve years, and the
rules of business have changed. Businesses are operating in an unfor-giving,
hyper-competitive global economy. New startups with disruptive
business ideas are being launched every day, across all six inhabited
continents. Thanks to the pervasiveness of information technology, the
barriers to entry into global markets are low. It’s no longer enough to be
an established company with a well-known brand. Every organization,
regardless of size or industry, needs to be innovating, every day and in
every way.
4 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
7. KEY FINDINGS
The following are key fi ndings that have emerged from the latest Forbes
Insights survey of top-level executives in large organizations:
Today, executives credit their organizations with delivering agility and nimbleness.
In the years to come, they aspire to capitalize more on analytics for decision making.
Eight out of 10 consider agility and nimbleness as their top-ranked quality at this time, and also consider this to be
their organizations’ most important quality over the next three years. However, they realize that data analytics—
the primary advantage delivered through information technology—is the most essential capability needed going
forward. Currently, better decision making through data is ranked eighth among key values their organizations are
delivering. Over the next three years, they will prioritize this to be the second most sought-after quality.
Being fi rst-to-market and strong customer relationships are seen as the key to competitive advantage.
Technology and digital innovation play supporting roles.
Strategic advantage is all about being fi rst-to-market, satisfying customers and establishing a strong brand.
Executives say these are their top priorities for innovation. Big Data analytics, leveraging digital technologies,
technological innovation and mobile computing are important, but rank further down the list.
Chief fi nancial offi cers are spurring technology-driven innovation and making the biggest
push for investment in new solutions and approaches.
Technology is now providing unprecedented visibility into business metrics, as well as enhancing fi nancial report-ing
and insights. This has fueled the CFOs’ vision. CEOs, on the other hand, are less likely to see technology as a
leading strategy, as they continue to focus on broad enterprise approaches. For CEOs, their organizations’ ability
to adapt and change is a top priority, along with improving customer relationships. Interestingly, CIOs are more
focused on delivering business values—such as superior customer service and competitive diff erentiation—than
their business leader counterparts.
Executives agree that technology is a key component for their organizations’ plans for
growth in the long term.
The majority of executives see their enterprises in the middle of the IT adoption curve. While executives agree
that technology has not played a starring role in the past, a majority, 63%, see information technology as a key
part of their organizations’ long-term plans. However, only 21% see their organizations as being on the “leading
edge” of technology.
6 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
9. AGILITY AND NIMBLENESS
ARE THE MOST DESIRABLE
VALUES A FIRM CAN HOLD
Today, executives credit their organizations with delivering agility and
nimbleness. In the years to come, they aspire to capitalize more on
analytics for better decision making.
8 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
11. Notably, executives are moving toward a signifi cant
shift in priorities. Two among the top three qualities in
three years are currently ranked relatively low. Better
decision making through data is currently ranked
eighth. Going forward, executives would like it to be
in their top two.
Likewise, currently, executives are not as concerned
with their companies’ ability to support delivery of
“best-in-class” products or services—it ranks 15th on
the list, but they would like it to be in their top three
in the future.
Across the leading titles covered in the survey, dif-ferent
priorities and perceptions emerge. While just
about everyone in the C-suite agrees that agility and
nimbleness is the most important quality their orga-nizations
need over the coming years, chief fi nancial
offi cers are the greatest proponents of Big Data analyt-ics
as the driving force for their organizations (Fig. A2).
10 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Thus, Big Data—better decision making through
business/customer intelligence—and off ering solutions
for developing the best products/services should be top
priorities, as they’re clearly very much on the minds
of senior executives and the C-suite. Strong leadership
and innovation will remain in the top fi ve as important
values to execute these new initiatives.
Every business has its own concept of what inno-vation
should deliver. But progress often follows a
well-defi ned “maturity curve,” as pointed out by Ed
Goldman, chief technology offi cer and general man-ager
of strategy architecture and innovation for Intel’s
IT Group. “The fi rst discussions about innovation with
business units will always be around their incremen-tal
issues. As you mature the relationship, and start to
deliver against those things, the conversation turns to
business strategies.”
13. THE ROOTS OF
COMPETITIVE ADVANTAGE
Being fi rst-to-market and strong customer relationships are seen as the
keys to competitive advantage. Technology and digital innovation play
supporting roles.
12 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
15. What does the C-suite focus on? CFOs are driving
technology-based innovation and making the biggest
push for investment in new technologies and data ana-lytics,
pointing to the increasing role of technology in
fi nancial reporting. CIOs are more focused on deliver-ing
business values—such as superior customer service
and competitive diff erentiation—than their business
leader counterparts (Fig. B2).
“Compliance really encompasses so much of what
we do in each of our businesses, but we can only be
eff ective if we have greater and more-eff ective IT
tools,” says Paul Reilly, executive vice president of
fi nance and operations and chief fi nancial offi cer of
Arrow Electronics, Inc. “In this slow-growth eco-nomic
backdrop that we’re all operating in, so much
is centered around centralization and standardization
of functions. But most important is the automation of
processes. It’s great that you centralize and standard-ize,
but if you don’t automate, you’re not going to get
the right level of effi ciency. Automation comes from IT
tools and capabilities.”
Figure B2. Wish List—What Business Leaders Want (in 3 Years)
CEOs CFOs CIOs CTOs
Ability to adapt Being Customer Being
and change first-to-market relationships first-to-market
55% 53% 54% 79%
Customer Technological Strength of brand Leveraging digital
relationships innovation and reputation technologies
1
2 55% 47% 54% 63%
14 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Leveraging Big Data Leveraging Big Data
Strength of brand Leveraging digital (customer and (customer and
and reputation technologies market intelligence) market intelligence)
3 52% 47% 49% 61%
17. Figure B4. What Influences Business Investment Decisions—by Title
Ease of integration Savings projections
with other IT from use of Cost projections of Cost projections of
systems/processes product/service implementation/use implementation/use
16 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Savings projections Savings projections
Cost projections of Cost projections of from use of from use of
implementation/use implementation/use product/service product/service
1
CEOs CFOs CIOs CTOs
45% 58% 49% 76%
2 41% 45% 43% 63%
Ease of integration Ease of integration Level of efficiency
Level of support with other IT with other IT expected
from vendor systems/processes systems/processes from vendor
3 34% 37% 38% 34%
K E Y CON C LU S IO N
While this survey report focuses on the role of technology in innovation, it’s important
to keep the ultimate strategic goals in focus—leading the market, actively engaging
with customers and building a brand. Business leaders understand that technology
development is not a competitive diff erentiator in itself—spending money for the
latest and greatest solutions will not automatically generate innovation. Innovation,
assisted by technology, springs from leadership and engagement.
19. Most enterprises consider themselves
to be “moderate” to “conserva-tive”
adopters of IT. Top executives
clearly recognize the power of IT to
transform and advance their busi-nesses,
but there are a myriad of reasons that many
do not see their organizations as leading the technol-ogy
wave. There are often skills constraints, as well as
entrenched legacy systems that need to be modernized
and integrated into new platforms. The majority still
see technology—at least as it is deployed within their
enterprises at this time—to be a force within the walls
of their enterprises, delivering effi ciencies that will
boost the productivity of their workforce and the eff ec-tiveness
of their processes (Fig. C1).
The employment of information technology as an
external force for the business—opening up or even
creating new markets, acting as a disruptive force—is
still in the early stages. Yet executives expect to rely on
information technology to enable their organizations
to compete on analytics, which will drive new insights
into customer trends and acquisition. About one in fi ve
enterprises consider their organizations to be leading-edge
adopters of information technology.
18 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Even the most tech-savvy enterprises are learning
to structure innovation as they would a startup, with
lots of collaboration along the way. Intel’s Goldman,
for example, says his company concentrates on mea-suring
“yields” from innovation proposals coming
in from employees and partners. “In the proof-of-technology
phase, a lot of it is seeing whether or
not the technologies that are happening can actually
be assembled to solve the problem you’re thinking
about,” he explains. “We’re looking for about a 50%
yield. Then we involve our customers and other peo-ple
into that process, to make sure that we bring them
in, to make sure it is indeed solving it, and do a proof
of concept with them.” As the innovation moves
through this process, the yields increase as well, he
says. Interestingly, non-tech C-level executives give
their organizations savvier tech ratings than tech
executives do (Fig. C2).
Figure C1. How Executives Perceive Their Organizations’ Use of IT
21% 58%
Leading-edge IT adopter.
We compete at the cutting
edge of innovation, using IT as a
driver for corporate innovation.
We have management
commitment and funding.
Mainstream IT adopter.
We use IT to improve
productivity, product quality
and customer service, but we
generally do not use it to
compete on price or innovation.
21%
Conservative IT adopter.
We compete on the thin edge
of cost margin or economies of
scale. Management regards
IT primarily as a tool for
reducing costs.
21. Executives were asked about the types of tech-nologies
that are delivering the best results for their
organizations. Customer relationship management
(CRM) systems rank as the top type of technology
investment that will help deliver business growth, cited
by more than one-third of executives. The ability to
better engage with customers, and understand their
requirements across a life cycle, means greater oppor-tunities
to reach new markets (Fig. C4).
20 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
In tech circles, security solutions are often seen as
necessary components to prevent damage from data
breaches. Typically, these solutions are not seen as
adding to business growth or productivity. However,
executives take a diff erent view on these types of solu-tions,
ranking them second on the list of technology
delivering value—close to one-third cite data secu-rity
and protection as their best investment for business
growth. This shows an understanding that data secu-rity
solutions deliver potential savings far beyond the
initial investments. The costs of data breaches include
staff time to audit and trace breaches, potential fi nes
from government agencies, costs incurred for notifying
aff ected parties, and potential loss of business due to
lack of confi dence from customers or potential custom-ers
in the security of their information.
Big Data analytics tools are also a top choice
among executives as savvy investments for business
growth. Executives see it as a corporate capability that
will help them glean insights from a range of infor-mation
coming into their organizations, including
machine-generated data from sensors and applications,
user-generated data from social media, on-site collab-orative
environments and productivity applications, as
well as “traditional” structured transactional data.
While cloud computing and analytics are key ini-tiatives
for sizable segments of organizations, there
is also growing interest in related areas. “Today, we
have quite a few eff orts around the Internet of Things
going on,” says Intel’s Goldman. “We also are using
analytics to make user experiences more dynamic in
the future. We try to stay in the lead with technol-ogy
to fi gure out whether there a business case for
it.” However, Goldman adds, even though Intel is a
leader in technology adoption, the company recognizes
that technology is one of several tools in the innova-tion
process. “Technology is an ingredient of the set of
activities,” he says.
Figure C4. Best Technology Investments
for Business Growth
Customer Relationship Management (CRM)
Data security and protection
Analytics tools (leveraging Big Data,
capturing metrics, etc.)
Customer service and support
Cloud computing capabilities
App-development capabilities
IT storage
Digital marketing and
customer communications
Enterprise applications
Digital technologies for
internal collaboration
34%
32%
30%
30%
27%
25%
22%
17%
14%
13%
23. We don’t have a basis to say what the value’s going
to be. That’s going to empower folks to be creative.
You can’t do everything that way, but a number of
our ideas, we actually move them into production, we
gather the data of what we’re seeing coming back. And
then we stop and work with our business partners to
see if this is something we want to scale.”
22 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Projected 2014 IT spending tracks similarly to the
IT adoption curve. Close to a third of executives expect
their IT purchasing to increase next year, while 23%
expect it to decrease (Fig. C6). The telecommunica-tions
sector will see the most robust spending increases
during 2013, with more than two-fi fths of executives
within this industry foreseeing spending boosts.
Figure C6. Planned Increases in 2014 IT Spending
Decrease by 10% or more
Decrease by 5% to 9%
Decreased by less than 5%
Stay about the same
Increase by less than 5%
Increase 5% to 9%
Increase by 10% or more
1%
1%
21%
47%
15%
10%
5%
K E Y CON C LU S IO N
Executives have diff erent opinions on the role of IT in business growth. But they all
agree IT is an essential part of this growth. Most see their organizations as lagging
or mediocre in their ability to leverage technology to achieve innovation—and are
willing to make the necessary investments to change that.
25. The biggest priority companies are acting
on is providing anywhere/anytime access
to business processes—more than half say
they are taking “signifi cant steps” to open
up their processes, and technology helps
provide needed visibility and manageability. This is fol-lowed
by increasing customer interaction and enabling
more fl exible work environments. At the same time,
relatively few are as actively concerned with collabora-tion
and use of any device (Fig. D1).
Executives within the IT and media sectors are
concentrated on creating fl exible work environ-ments,
while fi nancial services executives are focused
on increasing customer interaction. The remainder of
the industry categories are focusing on open access to
technology.
Eff ective business innovation through technology
requires that organizations do a good job looking after
the basic IT requirements, says Goldman. “You have to
run the systems in order to be able to do projects and
activities to advance the business. If you run your sys-tems
well, you move to the next level, which allows
you to partner and innovate with the business. And if
you fail on any of the lower levels, the conversation
goes right back there. Innovation is part of an advanced
relationship with your business lines.”
So how do executives educate themselves about
innovation, to identify their priorities? Overall, infor-mation
about innovation tends to come from traditional
sources. Today’s innovation may encompass transfor-mation
to the digital enterprise, but ironically, business
leaders still turn to traditional venues for more informa-tion
and enlightenment on the topic. Senior executives
turn in the largest numbers to business print publications
to stay up to date with new ideas or ways to innovate. A
majority report these sources as the way they stay on top
of trends, followed by executive conferences or events,
and general interest publications (Fig. D2).
24 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Figure D1. Strategies for Expanding
Technological Capabilities (Percentage
reporting they are taking “significant” steps)
Provide anywhere/anytime access
to business processes
Increase customer interaction
Enable greater collaboration with customers
Enable more flexible work environments
Expand visual collaboration via video
Promote greater collaboration internally
Enable greater collaboration
with suppliers/partners
Allow use of “any device”
55%
44%
29%
43%
33%
33%
30%
47%
27. CHIEFS HAVE
DIVERGENT VIEWS ON
THE ROLE OF CIO
CFOs are leading the charge for more technology-driven innovation.
Executives are divided on the role of CIOs in the innovation process.
However, everyone agrees that IT leaders need to play a key role in
overall corporate innovation.
26 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
29. Figure E2. What CIOs Should Be Focusing On—Opinions From the C-Suite
CEOs CFOs CIOs CTOs
Aligning IT Identifying opportunities Refining business Driving business
with business for differentiation strategies innovation
62% 37% 49% 71%
Improving IT Refining business Aligning IT Aligning IT
performance strategies with business with business
1
2 45% 37% 46% 55%
Identifying opportunities Driving business Driving business Forging IT/business
for differentiation innovation innovation partnerships
3 34% 34% 41% 32%
K E Y CON C LU S IO N
The CIO’s role is rapidly changing—from caretaker of technology assets to partner
in business growth. As organizations increasingly turn to information technology to
successfully carry out their digital journeys, top executives across the board recognize
that technology paves the way forward for their organizations, and that CIOs need to
take a leadership role.
28 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
31. WE’RE ALL IN THIS TOGETHER:
CHIEF TECHNOLOGY OFFICER
Intel Corporation is one of the world’s leading designers and manufacturers of integrated
digital technology platforms, used in a range of applications, such as personal computers,
data centers, tablets, smartphones, automobiles, automated factory systems and medical
devices. Revenues were $53 billion in the most recent year.
Innovation is not something that comes out of a struc-tured
process, but out of more-spontaneous events.
“There’s no simple, single process of ‘follow these eight
steps and innovation will occur,’” says Ed Goldman, chief
technology offi cer and general manager of strategy archi-tecture
and innovation at Intel IT.
Intel seeks to identify and nurture innovation opportuni-ties
through an internal venture capital fi rm. “Think of it
in terms of a pipeline, and trying to get yields at diff er-ent
points in the pipeline. Within that innovation path,
we break it up into four phases—basic research, proof of
technology, proof of concept, transition to production.”
30 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
Goldman works with an internal group within Intel called
IT Labs. While innovation happens across the company,
Goldman’s group “is more focused on what technologies
are coming, and how might they lend themselves to solv-ing
some of our big problems, and trying to evolve the
process such that we can go solve all the issues that will
create a larger business value for Intel.”
Goldman’s IT Labs works with other teams that focus on
product innovation. The role of IT Labs is to introduce a
technology perspective to new ideas. “We partner with
them, so we have interaction across both of those envi-ronments,”
he says. “Our goal is, how do we make Intel
better, faster, cheaper, in delivering what we do for our
products and services, from an Intel IT perspective.”
1 I N T E L C O R P O R AT I O N
K E Y TA K E AWAY
Innovation is not something that comes out of a structured process,
but out of more-spontaneous events.
33. DRIVING DISRUPTION:
3 AT & T
VICE PRESIDENT OF INNOVATION
AT&T is a provider of global telecommunications services, including wireless communica-tions,
local exchange services and long-distance services. Revenues were $127 billion in
“The work plan we adopted two to three years ago was to
radically open up the workspace, everything on wheels,
with no assigned seating or desks or offi ces,” says Abhi
Ingle, vice president of ecosystem and innovation at AT&T
Inc. “This is very diff erent from our history, but it has actu-ally
now been adopted by our corporate real estate team
as the work plan for AT&T’s workspace as we head toward
the year 2020. All the new remodels are happening in this
philosophy.” Along with open, informal workspaces, the
management of the AT&T Foundry is based on the Ag-ile
and Lean methodologies that have been developed
and refi ned over the years within IT environments. And
AT&T’s technology leaders have taken note. “Our Big Data
and emerging business channels teams have actually
co-located in the Foundry, and are taking on completely
Foundry-based methodologies, including the workspace,
the rapid, short design, the user-centric, design-oriented
Agile sprint,” Ingle says. “We even have a word for that—
when we want to get things done fast, quick, innovate, we
say, let’s just ‘Foundry’ it.”
32 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
The AT&T Foundry is part of an eff ort within AT&T intend-ed
to open up the innovation process, says Ingle. “We
have a quarter-million employees. That is a strength, but
it’s also a weakness—if a product manager tried to listen
to 250,000 people who were trying to suggest ideas, he
would never succeed.” That’s why AT&T introduced The
Innovation Pipeline, or “TIP.” TIP is “a crowd-sourced pro-gram
that gets employees to sign up, collaborate online
and come and pitch their ideas, and people essentially
crowd-reviewed their ideas.” Currently, up to 130,000
of AT&T’s employees participate in the program, Ingle
says. “At the end of every quarter, we essentially do an
American Idol on them. Think of American Idol meets
Shark Tank—but a much kinder, gentler Shark Tank. The
best ideas, the actual people who put them in get to pitch
them to some of the most senior people at AT&T.”
the most recent year.
K E Y TA K E AWAY
Along with open, informal workspaces, the management of the AT&T Foundry
is based on the Agile and Lean methodologies that have been developed
and refi ned over the years within IT environments.
35. FOLLOW THE MONEY:
CHIEF FINANCIAL OFFICER
Arrow Electronics is a provider of products, services and solutions to industrial and com-mercial
users of electronic components and enterprise computing solutions, including
materials planning, new product design services, programming and assembly services,
inventory management, reverse logistics, electronics asset disposition and a variety of
online supply chain tools. Revenues were $21 billion in the most recent year.
Technology-driven innovation is reaching an important
corner of the enterprise not typically known for innova-tion—
fi nance executives. The most logical starting point
and greatest business value for fi nancial executives is le-veraging
the power of data analytics to look at informa-tion
in new ways.
“Finance teams are usually very good at generating data,”
says Paul Reilly, executive vice president of fi nance and
operations and chief fi nancial offi cer of Arrow Electron-ics,
Inc. “But we need to do better at generating informa-tion
from that data.” At his own company, Reilly says he
has been using data analytics for the past two years for
corporate auditing purposes. Employment of IT tools in fi -
nancial reporting is helping the company “identify, ahead
of the curve, areas of geography opportunity and trans-action
execution trends,” he says.
“The other thing we’re using around technology is data
analytics,” he adds. “We’re evaluating not just short-term
34 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
trends, but macro trends over the long term in the global
economy. But that evaluation is being done at a country-by-
country level, as we begin to try to match what our
strengths and capabilities are to developing markets and
developing geography.”
In the process, fi nance is taking a new role in enterprises
by using technology tools to facilitate and promote inno-vation.
“One of the things that fi nance teams are good at
is looking backwards—’here are the results of last month
or last quarter,’” Reilly explains. “Innovation is possible
when we can look forward as well. What does this in-formation
tell me about trends? Do we speed up or slow
down as an organization? Do we identify opportunities
to be more successful in the marketplace? Can we aff ord
to be more aggressive? It’s about telling the story of the
numbers. We can’t do much about the past, but we can
certainly learn from the past, and we certainly can use
that to understand what the future may be for us, and to
capture the future that we want.”
5 A R R OW E L E C T R O N I C S
K E Y TA K E AWAY
Technology-driven innovation is reaching an important corner of the enterprise
not typically known for innovation—fi nance executives.
37. CONCLUSION
Technology, which is producing so much disruption and so much
opportunity, also serves as a key tool to facilitate innovation. And con-tinual
innovation at every level is now the crucial ingredient that allows
businesses to not merely survive but thrive.
ACKNOWLEDGMENTS
Along with data provided in the survey, Forbes Insights spoke with senior executives at six leading
corporations about their innovation strategies, along with the role of technology.
Forbes Insights and NetApp would like to thank the following individuals for their time and expertise:
Rickey Burks, Senior Vice President and Chief Technology and Innovation Offi cer,
United Services Automobile Association (USAA)
Ed Goldman, Chief Technology Offi cer and General Manager of Strategy Architecture and Innova-tion,
Intel Corporation’s IT Group
Abhi Ingle, Vice President of Ecosystem and Innovation, AT&T Inc.
David Kieselstein, Chief Executive Offi cer, Penton
Roger Pilc, Executive Vice President and Chief Innovation Offi cer, Pitney Bowes Inc.
Paul J. Reilly, Executive Vice President of Finance and Operations and
Chief Financial Offi cer, Arrow Electronics, Inc.
36 | THE ROAD TO INNOVATION IS PAVED WITH INFORMATION TECHNOLOGY
38. ABOUT
FORBES INSIGHTS
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