【CXO风采】可口可乐CIO迈克尔·阿里斯

一、个人简介

让·迈克尔·阿里斯（Jean-Michel Ares），可口可乐公司CIO 。2009年，迈克尔·阿里斯等6位杰出的IT主管入选美国《CIO》杂志评选的“CIO名人堂”。

让·迈克尔·阿里斯（Jean-Michel Ares），年仅38岁的法裔加拿大人，可口可乐管理层发现的罕见的IT天分和管理才能。

阿里斯最初是在麦肯锡公司（McKinsey & Co）供职，后来跳槽去了通用电气公司（GE），仅仅4年之后，他就当上了通用电气能源系统部的首席信息官（CIO）。可口可乐后来费了几番周折，终于将阿里斯挖到了自己帐下。

作为可口可乐的CIO，阿里斯负责将公司内部3个各自为阵的IT团队（北美地区1个，拉美地区2个）进行改组，使其能够与公司全球的6大战略业务单元相配合。走马上任之后，阿里斯先是招贤纳才，剔庸除闲，然后又把一些支持性的工作外包给了印度公司。另外，他还开始开发新的工具，以便能加速新产品的开发流程。

二、事业发展

可口可乐公司被称为空间科学与空间艺术的商业大师。

“他”总能将自己的产品以最经济同时也是最有吸引力的方式，摆放到分布在全球大街小巷的零售柜台上。然而，很少有人知道隐藏在这种营销哲学背后的基因里到底是什么秘密。

1、应变

在美国亚特兰大可口可乐公司的总部大楼里，只要一出电梯，就会被长毛绒地毯和散落在家具中间的中国明代花瓶所吸引。这里无处不充盈着可口可乐的传统美学，以及有着122年历史的自豪感。

在这种隆重的气氛下，掩藏的却是发生在外面饮料市场的疯狂争夺。消费者的变化无常，时尚品味的喜新厌旧，尤其是当前正在全球蔓延的经济危机，使得可口可乐必须不断挖空心思寻求新的应变策略。

早在2008年，可口可乐公司开始为其分布在全球的装瓶厂选择若干试点以提供Saas服务，所谓软件服务实际相当于数百个业务流程，并计划将此服务尽可能覆盖更多的灌装伙伴商。可口可乐公司希望推动一个标准的业务平台，来简化它的供应链，同时拉拢那些关系紧张的伙伴，他们当中有的是一些隶属企业，有的则是些特许经营的企业。

另外，2008年，在CIO Ares的领导下，可口可乐公司在电子商务和数据库应用方面取得了战略性竞争优势。该公司推行了一项积分兑奖的计划。目前已有大约900万消费者注册成为了该项目的成员，而每天浏览积分网站的人数已经超过28.5万人次。

公司员工、灌装合作伙伴以及消费者是可口可乐商业模式链条上的三大核心力量，三者之间的联系方式不断在改变着可口可乐的业务模式。在大通零散和快速变化的全球化市场，如何把握三者之间的关系，改善公司内外的沟通和协作关系，尤其是提升公司与灌装伙伴商之间的协同能力，直接决定着企业的生死存亡。

2、共同创新

2002年，当时可口可乐的高层一眼就看中了一个38岁的法籍加拿大人，Jean-Michel Ares，后者同时拥有电气工程和MBA管理学双学位，被誉为贯通科技与管理的天才。

Ares在34岁时就已被任命为GE电气动力系统的CIO和电子商务副总裁。在任职期间，他曾主导电子化方案项目的实施，帮助公司成功地完成从局部到停机优化器的业务转型。而在此之前，他还是麦肯锡公司的一名顾问。

成为可口可乐公司新任CIO之后，Ares开始积极推动分别位于北美和拉美等三地IT部门的转型。原先这三个部门各自为政，经过一番改造后，被整合成为了能够与公司分布在全球范围内的六个战略业务分支积极联动的更高效的IT组织。Ares任人唯贤，同时有效精简人员和组织，一些支持性工作外包给了印度企业。他还着手提供各种通道，提拔有创造力的人，以便更快速地推出新产品。

大约三年前，Ares实施了一个旨在加快新品开发的项目管理应用程序，并用来开发更多的新饮料和设计新的装备，比如自动售货机和喷泉配药机。此外，他还希望可以为新饮料或成功的饮料产品开发出新的包装概念。该软件管理的内容，通常被称为产品开发中的阶段门流程，记录每个开发项目中的各个不同阶段和必须作出相应决策的各个“入门”节点。员工只需通过台式机就可以登录这个基于web的应用程序。

现在，可口可乐在推动该程序使其成为一个共同创新平台，而不再局限于阶段门的记录性应用。借助这个平台，一个业务部门可以通过搜索在其他国家推行很好的饮料或品牌概念来发掘新的产品构想，就好比公司的产品管道从此拥有了全球视野。同时，Ares表示，该平台还可以帮助公司确认对产品复制的可行性，以便公司能够合并某些任务或工作，“企业对创新管道进行汇总和集结，目的是为了可以更好地作出评估，并决定企业资源的优先配置方案”。

450个品牌，可口可乐拥有其中有的来自现有品牌的延伸，有的是因为品牌的收购，因而很有必要建立一种管道的视野。

Coke Zero的扩张是创新平台应用的一个成功例子。它于2005年首次被引进美国本土，是一种低热量有节食功能的苦味可乐产品，也是近年来可口可乐公司推出了一种最成功的产品。公司希望在100个国家进行复制推广，于是开始启用共同创新平台，让不同国家和地区管理人员和员工们察看该产品在美国和其他地方推出的工作流和实际应用案例，这些人员涉及各个部门，比如财务部、法律部、营销部还有研发部等等。实际上，这与重新设计一个产品关系不大，而更像是一次产品市场的虚拟部署过程。

日本被称为是创新机器，这是因为日本消费者容易厌倦，喜好变化非常之快。这也给了可口可乐公司无形的压力，迫使其必须不断推出新口味的产品。创新平台推动公司所有员工与日本团队合作，有助于捕捉新的产品开发灵感，并快速灵活地推广到其他地方。

3、协同

所有伟大的想法，如果不能被包装到一个瓶子里，并装上卡车，摆上货架，都一钱不值。可口可乐公司更大的野心是推动公司与灌装厂之间的协同，当然，这是一个非常艰难的计划。几年以前该计划仍还只是停留在一种婴儿学步的阶段，如标准化的桌面配置。现在可口可乐公司开始了大规模尝试成为托管计算商的努力，希望经过几年的打造和设计，让可口可乐自有的灌装厂，以及特许经营的灌装伙伴商最终使用共同的预先设计好的业务流程。

虽然可口可乐与其灌装厂之间有着共同的目标，但是，前者的工作是通过向消费者推销产品占领更大的饮料市场，而后者需要在装瓶厂、仓库和卡车上作出庞大的资本投资，同时还要与零售商保持着友好的合作关系。2002年，Ares上任后，开始与六家顶级灌装厂组建了一个IT协会，讨论如何让彼此之间保持更紧密的协作关系，即如何设计共同的业务流程及对数据进行标准化管理。这便有了共同创新平台。

2006年，经过56天与11家不同地区的灌装厂挨个现场讨论，最终制定出了650多个业务流程。Ares设计出了Coke One作为统一模板，各地可以根据自己情况在此基础上做本地化。同时，还推出了客户关系管理、供应链关系管理和呼叫中心等程序的扩展版。

第一家使用Coke One的灌装厂是可口可乐拥有股权的一家中国企业，接下来，被列入推广对象的是分布在印度、菲律宾及德国的可口可乐旗下自有的一批灌装厂，然后是那些具有特许经营权的企业。Ares说，公司的策略首先是通过展示和证明成功的运营，来吸引更多的灌装厂加入到这个平台上来。随后，就是他们愿意怎样合作，以及愿意支付多少软件费的问题了。而这些Ares认为都不是太大的问题。

可口可乐公司深知所谓传统，包括传统的品牌、口味、关系及技术都不足以推动公司的持续向前发展。在一个不断变化的全球化生存环境当中，保持内外的协作是重中之重。

三、所获荣誉

2009年，有6位杰出的IT主管入选美国《CIO》杂志评选的“CIO名人堂”，他们是: 微软公司CIO Tony Scott、可口可乐公司CIO Jean-Michel Ares、欧文斯科宁公司(Owens-Corning)CIO David Johns、纪念斯隆-凯特林癌症中心CIO Pat Skarulis、杜克大学健康系统和医学中心CIO Asif Ahmad、昆泰国际公司CIO Bill Deam。

担任IT领导岗位意味着，既要熟悉公司的技术和业务，又要懂得如何管理和激励员工，并为自己及别人提出的新点子创造条件。对可口可乐公司高级副总裁兼CIO Jean-Michel Ares来说，这意味着要多交谈。最近，他由于个人原因决定离开可口可乐，但暂时留任，直到公司任命了接班人。

46岁的Ares是工程师出身，他在这家年收入320亿美元的公司干了8年，他以前曾在通用电气公司的子公司通用电气能源公司担任CIO，更早些时候，他在麦肯锡咨询公司为电信和银行客户提供咨询服务。Ares热衷于对IT和业务战略进行细分。他说，自己喜欢把一家庞大而复杂的企业“分解”成多个部分，然后分析并发现哪些部分、哪些业务流程最重要、IT能为哪些部分带来最大的价值。

他与可口可乐的其他高层主管一致认为，该公司的200家瓶装公司(有些是国有公司，有些是特许经营)是击败百事可乐等竞争对手的关键，因而提高生产及销售产品的效率、同时尽量降低成本显得至关重要。

考虑到这一点，Ares在2007年开始与瓶装公司的主管们合作，构建一套综合的业务流程和标准化的IT平台。去年，Ares采用了“Coke One”模式，希望缩短产品上市时间，更有效地共享最佳实践，并带动收入增长。通过“Coke One”项目，“业务主管们认识到，这是我们共同在承担风险的项目，而不仅仅是个IT问题。”Ares如此表示。

Ares说: “如今消费者技术非常先进和普及，大家对IT的期望是做到完美无缺，因此CIO的一项重要任务是评估及缓解风险。”微软的Scott也同意这番说法，他早在2005年成为迪斯尼公司CIO的时候，就已经将这种观念深深地烙在了头脑中。当时，出现了一连串重大的断电事件，暴露出公司在备用电能力方面存在严重的问题。

翻译：

Personal profile

Jean-Michel Ares, CIO, Coca-Cola. In 2009, Michael Aris and six other prominent IT executives were inducted into CIO Magazine’s “CIO Hall of Fame.”

Jean-Michel Ares, a 38-year-old French-Canadian, is a rare talent for IT and management that Coca-Cola’s management has found.

Aris started his career at McKinsey & Co before moving to General Electric (GE), where he became CIO of GE’s energy Systems division just four years later. It took Coca-Cola a few twists and turns to get Aris into its corner.

As CIO, Aris is responsible for reorganizing the company’s three separate IT teams — one in North America and two in Latin America — to align with the company’s six strategic business units around the world. After taking office, Aris recruited and culled talent, then outsourced some support work to Indian companies. He also started developing new tools to speed up the development process for new products.

Career development

The Coca-Cola Company is known as the commercial master of space science and space art.

“He” has always been able to place his products in the most economical and attractive way on the world’s high street retail counters. However, few people know what lies behind the genes behind this marketing philosophy.

Strain

When you step off the elevator at Coca-Cola’s headquarters in Atlanta, you are drawn to plush carpets and Chinese Ming vases scattered among the furniture. Coca-Cola’s traditional aesthetic and 122-year-old sense of pride are everywhere.

Under this solemn atmosphere, what is hidden is the crazy competition that takes place outside the beverage market. Consumers are fickle, fashion tastes hate the old and new, especially the current global economic crisis, Coca-Cola must constantly find new ways to cope.

Back in 2008, Coca-Cola began offering Saas services — literally hundreds of business processes — on a pilot basis for its bottling plants around the world, with plans to expand the service to as many bottling partners as possible. Coca-Cola hopes to promote a standard business platform that will simplify its supply chain and bring in strained partners, some of whom are corporate or franchised.

In addition, in 2008, under the leadership of CIO Ares, the Coca-Cola Company achieved a strategic competitive advantage in e-commerce and database applications. The company introduced a bonus points scheme. About 9 million consumers have signed up as members of the program, and more than 285,000 people visit the Points site every day.

Company employees, bottling partners and consumers are the three core forces in the chain of Coca-Cola’s business model, and the way they connect is constantly changing the business model of Coca-Cola. In the fragmented and rapidly changing global market, how to grasp the relationship among the three, improve the communication and cooperation relationship inside and outside the company, especially enhance the cooperation ability between the company and its bottling partners, directly determines the survival of the enterprise.

Joint innovation

In 2002, Coca-Cola executives took a quick look at Jean-Michel Ares, a 38-year-old French-Canadian with a double degree in electrical engineering and an MBA in management, who was hailed as a technology and management genius.

Ares was appointed CIO of GE Electric Power Systems and Vice President of E-commerce at the age of 34. During his tenure, he led the implementation of electronic solutions projects and helped the company successfully complete the business transition from local to downtime optimizer. Before that, he was a consultant at McKinsey & Company.

After becoming the new CIO of Coca-Cola, Ares began to actively transform the IT departments in North America and Latin America. The three separate divisions have been transformed into a more efficient IT organization that works with the company’s six strategic business units around the world. Ares hires people on merit and effectively downsizes its staff and organisation, outsourcing some support work to Indian companies. He also set out to provide channels to promote creative people to launch new products more quickly.

About three years ago, Ares implemented a project management application designed to speed up the development of new products and used it to create more new beverages and design new equipment, such as vending machines and fountain dispensers. In addition, he hopes to develop new packaging concepts for new beverages or successful beverage products. The content managed by this software, often referred to as the stage-gate flow in product development, documents the different stages in each development project and the various “entry” nodes that must make the appropriate decisions. Employees can log in to the Web-based application simply through their desktop computers.

Now, Coca-Cola is pushing the program to become a platform for co-innovation, not just a record-keeping application of stage gates.

With this platform, a business unit can discover new product ideas by searching for beverages or brand concepts that do well in other countries, as if the company’s product pipeline had a global perspective. Ares says the platform can also help companies identify the feasibility of replicating products so that they can combine certain tasks or work. “The innovation pipeline can be pooled and aggregated so that they can better evaluate and prioritize the allocation of enterprise resources,” Ares says.

There are 450 brands, some of which Coke owns are extensions of existing brands. Some are acquisitions of brands, so it’s important to have a pipeline vision. Coke Zero’s expansion is a successful example of an innovative platform application. First introduced in the United States in 2005, it is a bitter cola with low calories and diet functions, and one of the company’s most successful products in recent years. Hoping to replicate the product in 100 countries, the company started using the Co-Innovation platform, which allows national managers and employees in various departments, such as finance, legal, marketing, and research and development, to see the workflow and practical application of the product in the U.S. and elsewhere. In reality, this has less to do with redesigning a product and more to do with a virtual deployment of the product market.

Japan is known as an innovation machine because its consumers get bored easily and their preferences change very quickly. It also puts invisible pressure on Coca-Cola to keep coming up with new flavors. The innovation platform pushes all of the company’s employees to collaborate with the Japanese team, helping to capture new product development inspiration that can be quickly and flexibly promoted elsewhere.

Collaboration

All great ideas are worthless if they can’t be packaged into a bottle, loaded onto a truck, and put on a shelf. Coca-Cola’s bigger ambition is to promote synergies between the company and its bottlers. That is a tough plan, of course. Until a few years ago the project was still just a baby step, such as a standardized desktop configuration. Now the Coca-Cola Company has embarked on a massive attempt to become a hosted computing company, hoping that after years of building and designing, Coca-Cola’s own bottling plants and its franchising bottling partners will eventually use a common pre-designed business process.

While Coca-Cola and its bottlers share common goals. The former’s job is to capture a larger share of the beverage market by marketing its products to consumers. While the latter requires huge capital investments in bottling plants, warehouses and trucks, as well as friendly partnerships with retailers. When Ares took over in 2002. He began forming an IT association with the six top bottlers to discuss how to collaborate more closely with each other. How to design common business processes and standardize data management. This is where the co-innovation platform comes in.

In 2006, 56 days of on-site discussions with 11 bottlers in different regions resulted in the development of more than 650 business processes.

Ares has designed Coke One as a common template that can be used locally for local purposes. At the same time, it also introduced expanded versions of customer relationship management, supply chain relationship management and call center programs.

The first bottling plant to use Coke One was a Chinese company in which Coke owns a stake, followed by a group of Coke bottling plants in India. The Philippines and Germany, followed by franchised companies. Ares says the company’s strategy is first to attract more bottlers to the platform by demonstrating and proving successful operations. Then it’s a matter of how they’re willing to work together and how much they’re willing to pay for software. None of which Ares sees as too much of a problem.

The Coca-Cola Company knows that traditional brands, flavors, relationships and technologies are not enough to keep the company moving forward. In a constantly changing global environment, maintaining internal and external collaboration is a top priority.

Honors won

In 2009, six distinguished IT executives were inducted into CIO Magazine’s CIO Hall of Fame. They are: Tony Scott, CIO of Microsoft; Jean-Michel Ares, CIO of Coca-Cola; David Johns, CIO of Owens-Corning. And Pat, CIO of Memorial Sloan-Kettering Cancer Center Skarulis. Asif Ahmad, CIO of Duke University Health System and Medical Center; and Bill Deam, CIO of Quinte International Inc.

Being an IT leader means being familiar with the company’s technology and business, as well as knowing how to manage and motivate employees and create the conditions for new ideas from yourself and others. For Jean-Michel Ares, senior vice president and CIO of Coca-Cola, that means talking more. He recently decided to leave Coca-Cola for personal reasons, but is staying on until a successor is named.

Ares, a 46-year-old engineer by training, has been with the $32 billion-a-year company for eight years.

He previously worked as CIO at GE Energy, a subsidiary of General Electric Co.. And more recently at McKinsey & Company, where he advised telecommunications and banking clients. Ares is keen on the segmentation of IT and business strategies. He says he likes to “break down” a large, complex enterprise into its parts, analyzing and discovering which parts, which business processes are most important and where IT can add the most value.

He and other Coke executives agree that the company’s 200 bottling companies. Some state-owned and some franchised, are key to beating rivals such as Pepsi, making and selling products more efficient while keeping costs as low as possible.

With this in mind, Ares began working with bottling executives in 2007 to build an integrated business process and standardized IT platform. Ares adopted a “Coke One” model last year in hopes of reducing time-to-market, sharing best practices more efficiently and driving revenue growth. With Coke One, “business executives realized that this was a shared risk, not just an IT problem.” Ares says this.

“Consumer technology is so advanced and pervasive today. And IT is expected to be flawless. So a key task for CIOs is to assess and mitigate risk,” Ares says. Microsoft’s Scott agrees, having burned the idea into his head when he became CIO of Disney in 2005. At the time, a series of major power outages exposed serious problems with the company’s backup power capacity.

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