Collaborate Widely to Set Priorities
Bill McArthur, CIO, Scientific Games: Scientific Games provides products and services for the lottery and gaming industry, including instant lottery games and the point-of-sale systems, networks and data centers that support them. Since our recent $1.5 billion acquisition of WMS Industries, we now also develop and manufacture slot machines and provider-related services.
We've established three operating groups — lottery, gaming and interactive — and there are tremendous new technology opportunities for each unit, such as transforming our physical products into digital entertainment experiences.
The pace of change is breakneck, and keeping up requires several business areas — including the CTO, the software development group and each business-unit CEO — to collaborate to set priorities for new product development and business systems. The recent acquisition requires enormous focus on integration, and if we had the luxury of time, we'd do that and nothing else. But we're a technology company; we have to look ahead.
We'd like to throw new ideas out there and iterate development until we got them right, but because we operate in a well-regulated industry, everything we do has to be thoroughly tested and approved before we go to market. We do this by developing our products, technology, research and marketing programs in innovative ways that combine our customer focus with results-oriented solutions.
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