Bio

1
Bio

• Barry J. Brunetto, CCP Vice President
  Information Systems, Blount International
  Oregon Cutting Systems Group, Current Project,
  Program Office Global SAP Implementation. Prior
  IS Director North America Operations
  Sensormatic Electronics, Boca Raton Florida, last
  project Global Program Director BaaN
  Implementation. Other Instructor University of
  Phoenix Bachelor and Master Programs, Portland
  Chapter SIM Secretary.

2
An IS Department should..

• Know its company and all the processes
• Be accustomed to change
• Think out of the box
• Facilitate the interaction between people and
  technology
• Be able to use technology to enable the business
• Drive technology strategy on business objectives
  not on technology
• Be the change agents of the company

3
"Hiring, and retaining the best, into a
well-performing company

• Sensormatic (Before Tyco) World Leader in
  Electronic Security.
• High Growth - Went from 40 Million (80s) to 1.2
  Billion (90s).
• Lucrative Resource Funding However had some
  hard years.
• Lots of projects.

4
"Hiring, and retaining the best, into a company
impacted by current market turmoil". 

• Blount International Oregon Cutting Systems
  Group World Leader in Saw Chain, Bars and
  Sprockets.
• Mature Business, little to no growth.
• Recent Leveraged Buyout by Lehman Brothers
  accounts for heavy debt.
• Until recently, large scale projects were rare,
  most work revolved around keeping the pickle
  factory going.
• Resource funding very limited.

5
Resource Strategy

• Build of team A Players Also hire the best
  (not always the most expensive).
• Create a department philosophy around the
  business not technology.
• Give your people job security, by keeping them
  marketable.
• Create an environment that makes it easy for
  people to add value in job.
• Get funding for training.
• Market your department.
• Show Senior Management how this investment pays
  for itself.
• Provide internal training, share the expertise in
  your department.
• Be creative in your budget, if you cannot afford
  major shifts in the technology curve, settle for
  small ones.
• Weed out the bad apples.
• Bottom-line, create a learning environment.