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Adriana Karaboutis

"Work and understand your company’s goals, objectives, financials, capabilities and opportunities as well as any P&L leader does and create an agenda that contributes to these."

ADRIANA (ANDI) KARABOUTIS
VP and Global CIO
Dell

Adriana (Andi) Karaboutis was appointed as Vice President and Global Chief Information Officer for Dell in November 2011. In this role, she is responsible for managing an efficient and innovative global IT enterprise focused on technology breakthroughs for the company and its customers. Prior to her appointment in 2011, she was Dell’s vice president of IT supporting the product groups, manufacturing, procurement and supply chain operations. Previous to Dell, Ms. Karaboutis spent over 20 years at Ford Motor Company and General Motors in various global IT and business operations leadership positions.

Challenges in technology to meet enterprise needs in 2013 and expectations
One of the biggest challenges will be to keep up with the rapid pace of consumerization and changing end-user expectations. How can CIOs quickly adapt our existing legacy applications to a user base that is expecting portability while maintaining the level of security that corporate data needs. Dell is building out its software portfolio to help its customers respond to this challenge, delivering both end-user experience, as well as accessibility under a secure platform, I am fortunate enough to have these solutions at my fingertips.

The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier
Building on what I said earlier, many applications don’t always fit the devices that workers want to use. Tablets and smartphones present new form factors and interfaces that not every application can support. How and where we work continues to evolve and we need to enable employees and customers to take advantage of the technology that is driving this change. My team and I are dedicated towards finding new and innovative ways to deliver technology to our business partners, not just helping them to be more productive, but also to identify new revenue generators through software or services

Technology trends impacting enterprise business environment
Two of the big ones are convergence and data management. Convergence is a huge trend for us. Dell has done a lot already in it’s datacenters for ourselves and for our customers to minimize costs, increase utilization, and reduce energy consumption, but there’s still more we can do. We’re taking our experience to continue to innovate in this area to find even more efficiency and make it easier to design and deploy datacenters. By continuing to push servers, networking and storage into more efficient converge  form factors, we’re enabling companies of all sizes to address their needs when it comes to data management and the ever growing need to find value and insights from our growing data stores.

My roles and responsibilities as a CIO
My role has become much more active in defining and responding to the business architecture of the company. My team does not just get involved in the “digitizing processes” or developing systems from requirement documents; we work much further upfront with the business on the transformation  of the company. Making sure IT has a great cross-functional understanding of Dell’s business is critical for me and my team and then we translate business needs into innovative technology solutions. It’s great to be at a place like Dell that understands the importance of IT to our business, and we try to work with our customers in the same way.

Lessons I learned as a CIO that can help you
CIO’s need to stay current in the latest advances in technology – this is the price of admission. Understanding how to apply technology to innovate in order to add value to the business’s bottom line differentiates a transformative CIO from a traditional “run the business” CIO. My advice to my peers is to work and understand your company’s goals, objectives, financials, capabilities and opportunities as well any P&L leader does and create an agenda that contributes to these. Driving efficiencies is standard fare…. Creating value is success.