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Boeing exec details 6 steps that transformed its business

Paul Duchouquette, Director of Information Technology for CDG | March 31, 2015
As the director of Information Technology for CDG, a Boeing subsidiary in the Digital Aviation business unit, I have responsibility to enable thousands of professionals with technology on a global basis. After eight years on the job, I've learned my share of hard lessons about managing people and technology.--

Sometimes the little things make a big difference in IT, just as in life. For example, Digital Aviation consists of four separate, wholly owned, but non-integrated subsidiaries and a small portion of Boeing employees assigned through Commercial Aviation Services. Each has their own security, their own firewalls and their own RAA (Responsibility, Accountability and Authority) to protect their entities' personally identifiable information, even from each other. Providing access by each group using their own security models and yet having a common capability was a major challenge for IT.

We successfully implemented a new security identity management platform that allowed each entity's users to leverage their existing single sign-on for authorization, thus securing access for any employee from any device. It was a relatively easy fix, but it provided a big lift for our staff morale and satisfaction.

In addition, we are exploring a new security clearance technology that uses an employee's mobile phone for a second authentication method, an alternative to security badges and other cumbersome entry systems. This basic step will allow us to take full advantage of the mobile smartphone experience, which is highly embraced by our employees.

Information technology has become an essential business enabler, but when deployed strategically, it can also create a big competitive advantage. That's why IT managers need to continually assess how well their team is pulling on the Six Levers of Business Transformation, and what they can do differently to become more efficient.


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