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Smart Enterprise: Greater Expectations

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PHOTOGRAPH: KIM KULISH At oilfi eld services company Baker Hughes, CIO Clif Triplett is running IT like a business. The upshot? More business. | By Alan S. Horowitz any companies struggle to align IT and the business. Not Baker Hughes Inc. At the company, a new and entrepreneurial IT leader has all but closed the gap between the two. Baker Hughes, the world's third-largest oilfi eld services company, offers a service called BEACON, short for Baker Expert Advisory Center Operations Network. The service was developed by the Houston, Texas-based company's IT team, which since last year has been led by VP and CIO Clif Triplett. While BEA- CON is still managed by IT, in a unique business-IT partnership, the service is offered to external custom- ers by the Baker Hughes operating units. "BEACON is an IT-enabled technology and a core part of our company's business," Triplett says. "It's about drilling and monitoring." BEACON offers a service platform that lets Baker Hughes leverage its oilfi eld expertise across drilling sites worldwide. The company's global customers can procure the service for remote monitoring, data storage, data transmission and call center support. Guillermo Arango, Director of BEACON Enterprise Services at Baker Hughes, likens the role of IT on a BEACON project to that of a shopping mall owner. A mall brings together shoppers and merchants, Arango explains, but while the merchants do the actual sell- ing, the mall owner provides security, parking and attractive facilities to stimulate business. Like the mall owner, IT at Baker Hughes provides the company's operating units with a platform that includes telecom and data management infrastructure, knowledge management facilities and service centers. Continuing the analogy, Arango says the Baker Hughes business units — including reservoir evaluation, drilling, E n t re p re neu r THE CORPORATE M Case Study Baker Hughes 22 SMARTENTERPRISEMAG.COM

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