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Skarulis\u3001\u675c\u514b\u5927\u5b66\u5065\u5eb7\u7cfb\u7edf\u548c\u533b\u5b66\u4e2d\u5fc3CIO Asif Ahmad\u3001\u6606\u6cf0\u56fd\u9645\u516c\u53f8CIO Bill Deam\u3002<\/p>\n\n\n\n \u62c5\u4efbIT\u9886\u5bfc\u5c97\u4f4d\u610f\u5473\u7740\uff0c\u65e2\u8981\u719f\u6089\u516c\u53f8\u7684\u6280\u672f\u548c\u4e1a\u52a1\uff0c\u53c8\u8981\u61c2\u5f97\u5982\u4f55\u7ba1\u7406\u548c\u6fc0\u52b1\u5458\u5de5\uff0c\u5e76\u4e3a\u81ea\u5df1\u53ca\u522b\u4eba\u63d0\u51fa\u7684\u65b0\u70b9\u5b50\u521b\u9020\u6761\u4ef6\u3002\u5bf9\u53ef\u53e3\u53ef\u4e50\u516c\u53f8\u9ad8\u7ea7\u526f\u603b\u88c1\u517cCIO Jean-Michel Ares\u6765\u8bf4\uff0c\u8fd9\u610f\u5473\u7740\u8981\u591a\u4ea4\u8c08\u3002\u6700\u8fd1\uff0c\u4ed6\u7531\u4e8e\u4e2a\u4eba\u539f\u56e0\u51b3\u5b9a\u79bb\u5f00\u53ef\u53e3\u53ef\u4e50\uff0c\u4f46\u6682\u65f6\u7559\u4efb\uff0c\u76f4\u5230\u516c\u53f8\u4efb\u547d\u4e86\u63a5\u73ed\u4eba\u3002<\/p>\n\n\n\n 46\u5c81\u7684Ares\u662f\u5de5\u7a0b\u5e08\u51fa\u8eab\uff0c\u4ed6\u5728\u8fd9\u5bb6\u5e74\u6536\u5165320\u4ebf\u7f8e\u5143\u7684\u516c\u53f8\u5e72\u4e868\u5e74\uff0c\u4ed6\u4ee5\u524d\u66fe\u5728\u901a\u7528\u7535\u6c14\u516c\u53f8\u7684\u5b50\u516c\u53f8\u901a\u7528\u7535\u6c14\u80fd\u6e90\u516c\u53f8\u62c5\u4efbCIO\uff0c\u66f4\u65e9\u4e9b\u65f6\u5019\uff0c\u4ed6\u5728\u9ea6\u80af\u9521\u54a8\u8be2\u516c\u53f8\u4e3a\u7535\u4fe1\u548c\u94f6\u884c\u5ba2\u6237\u63d0\u4f9b\u54a8\u8be2\u670d\u52a1\u3002Ares\u70ed\u8877\u4e8e\u5bf9IT\u548c\u4e1a\u52a1\u6218\u7565\u8fdb\u884c\u7ec6\u5206\u3002\u4ed6\u8bf4\uff0c\u81ea\u5df1\u559c\u6b22\u628a\u4e00\u5bb6\u5e9e\u5927\u800c\u590d\u6742\u7684\u4f01\u4e1a\u201c\u5206\u89e3\u201d\u6210\u591a\u4e2a\u90e8\u5206\uff0c\u7136\u540e\u5206\u6790\u5e76\u53d1\u73b0\u54ea\u4e9b\u90e8\u5206\u3001\u54ea\u4e9b\u4e1a\u52a1\u6d41\u7a0b\u6700\u91cd\u8981\u3001IT\u80fd\u4e3a\u54ea\u4e9b\u90e8\u5206\u5e26\u6765\u6700\u5927\u7684\u4ef7\u503c\u3002<\/p>\n\n\n\n \u4ed6\u4e0e\u53ef\u53e3\u53ef\u4e50\u7684\u5176\u4ed6\u9ad8\u5c42\u4e3b\u7ba1\u4e00\u81f4\u8ba4\u4e3a\uff0c\u8be5\u516c\u53f8\u7684200\u5bb6\u74f6\u88c5\u516c\u53f8(\u6709\u4e9b\u662f\u56fd\u6709\u516c\u53f8\uff0c\u6709\u4e9b\u662f\u7279\u8bb8\u7ecf\u8425)\u662f\u51fb\u8d25\u767e\u4e8b\u53ef\u4e50\u7b49\u7ade\u4e89\u5bf9\u624b\u7684\u5173\u952e\uff0c\u56e0\u800c\u63d0\u9ad8\u751f\u4ea7\u53ca\u9500\u552e\u4ea7\u54c1\u7684\u6548\u7387\u3001\u540c\u65f6\u5c3d\u91cf\u964d\u4f4e\u6210\u672c\u663e\u5f97\u81f3\u5173\u91cd\u8981\u3002<\/p>\n\n\n\n \u8003\u8651\u5230\u8fd9\u4e00\u70b9\uff0cAres\u57282007\u5e74\u5f00\u59cb\u4e0e\u74f6\u88c5\u516c\u53f8\u7684\u4e3b\u7ba1\u4eec\u5408\u4f5c\uff0c\u6784\u5efa\u4e00\u5957\u7efc\u5408\u7684\u4e1a\u52a1\u6d41\u7a0b\u548c\u6807\u51c6\u5316\u7684IT\u5e73\u53f0\u3002\u53bb\u5e74\uff0cAres\u91c7\u7528\u4e86\u201cCoke One\u201d\u6a21\u5f0f\uff0c\u5e0c\u671b\u7f29\u77ed\u4ea7\u54c1\u4e0a\u5e02\u65f6\u95f4\uff0c\u66f4\u6709\u6548\u5730\u5171\u4eab\u6700\u4f73\u5b9e\u8df5\uff0c\u5e76\u5e26\u52a8\u6536\u5165\u589e\u957f\u3002\u901a\u8fc7\u201cCoke One\u201d\u9879\u76ee\uff0c\u201c\u4e1a\u52a1\u4e3b\u7ba1\u4eec\u8ba4\u8bc6\u5230\uff0c\u8fd9\u662f\u6211\u4eec\u5171\u540c\u5728\u627f\u62c5\u98ce\u9669\u7684\u9879\u76ee\uff0c\u800c\u4e0d\u4ec5\u4ec5\u662f\u4e2aIT\u95ee\u9898\u3002\u201dAres\u5982\u6b64\u8868\u793a\u3002<\/p>\n\n\n\n Ares\u8bf4: \u201c\u5982\u4eca\u6d88\u8d39\u8005\u6280\u672f\u975e\u5e38\u5148\u8fdb\u548c\u666e\u53ca\uff0c\u5927\u5bb6\u5bf9IT\u7684\u671f\u671b\u662f\u505a\u5230\u5b8c\u7f8e\u65e0\u7f3a\uff0c\u56e0\u6b64CIO\u7684\u4e00\u9879\u91cd\u8981\u4efb\u52a1\u662f\u8bc4\u4f30\u53ca\u7f13\u89e3\u98ce\u9669\u3002\u201d\u5fae\u8f6f\u7684Scott\u4e5f\u540c\u610f\u8fd9\u756a\u8bf4\u6cd5\uff0c\u4ed6\u65e9\u57282005\u5e74\u6210\u4e3a\u8fea\u65af\u5c3c\u516c\u53f8CIO\u7684\u65f6\u5019\uff0c\u5c31\u5df2\u7ecf\u5c06\u8fd9\u79cd\u89c2\u5ff5\u6df1\u6df1\u5730\u70d9\u5728\u4e86\u5934\u8111\u4e2d\u3002\u5f53\u65f6\uff0c\u51fa\u73b0\u4e86\u4e00\u8fde\u4e32\u91cd\u5927\u7684\u65ad\u7535\u4e8b\u4ef6\uff0c\u66b4\u9732\u51fa\u516c\u53f8\u5728\u5907\u7528\u7535\u80fd\u529b\u65b9\u9762\u5b58\u5728\u4e25\u91cd\u7684\u95ee\u9898\u3002<\/p>\n\n\n\n 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.”<\/p>\n\n\n\n Jean-Michel Ares, a 38-year-old French-Canadian, is a rare talent for IT and management that Coca-Cola’s management has found.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n The Coca-Cola Company is known as the commercial master of space science and space art.<\/p>\n\n\n\n “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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n “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.<\/p>\n\n\n\n\u4e8c\u3001\u4e8b\u4e1a\u53d1\u5c55<\/h2>\n\n\n\n
1\u3001\u5e94\u53d8<\/h3>\n\n\n\n
2\u3001\u5171\u540c\u521b\u65b0<\/h3>\n\n\n\n
3\u3001\u534f\u540c<\/h3>\n\n\n\n
\u4e09\u3001\u6240\u83b7\u8363\u8a89<\/h2>\n\n\n\n
\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
Personal profile<\/h3>\n\n\n\n
Career development<\/h3>\n\n\n\n
Strain<\/h4>\n\n\n\n
Joint innovation<\/h4>\n\n\n\n
Now, Coca-Cola is pushing the program to become a platform for co-innovation, not just a record-keeping application of stage gates. <\/h5>\n\n\n\n
Collaboration<\/h4>\n\n\n\n
In 2006, 56 days of on-site discussions with 11 bottlers in different regions resulted in the development of more than 650 business processes. <\/h5>\n\n\n\n
Honors won<\/h3>\n\n\n\n
Ares, a 46-year-old engineer by training, has been with the $32 billion-a-year company for eight years. <\/h4>\n\n\n\n
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