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Shared services model puts focus on external customer
This article is part of the CIO Decisions issue of March 2012 Volume 12
As CIO at building materials manufacturer Owens Corning, David Johns has a laser focus on the customer experience. If an aspect of the organization doesn't touch the customer directly, he wants it simplified and standardized to cut costs and gain efficiencies. Shared services, or what others call centralized IT, is a means to that end. In this interview, Johns describes Owens Corning's shared services model and tells why end user self-service provisioning is his ultimate goal. David Johns SearchCIO.com: Some consider shared services to be pooled virtualized resources; others take shared services to be a centralized IT model. What shared services model do you follow at Owens Corning? Johns: I would say we might be considered a combination of both those definitions. We have run IT "centralized," or we have operated as one single, global organization, for 10 years now. We do have resources in Asia, Europe, Latin America and the U.S., but we operate as one global organization. We have a set of principles where we look for ...
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Features in this issue
Given the growing number and quality of cloud strategies, CIOs must make sure they are the ones driving this cultural shift -- or risk obsolescence.
News in this issue
For Owens Corning CIO David Johns, a shared services model is key to a low-cost, high-value IT and business services delivery strategy.
Definitions and approaches vary, but IT executives are forging ahead with their own takes on shared services to cut costs and serve customers better.
Shared services in a virtualized cloud computing environment add complexity to developing a service catalog but don't change its basic purpose.