Orientation (IO) framework has proven to be an invaluable tool for
strategically managing enterprise wide information initiatives. The real
business value should translate into our company's ability to fully
exploit its information for commercial gain, while exponentially improving
employees' ability to manage customer relationships and functional
- Vice President, Global Financial Services Company
The Information Orientation metric has been welcomed
worldwide by leading corporations in the manufacturing, financial services and pharmaceutical industries.
British American Tobacco (South Africa)
Diamond Roofing Tiles Company Ltd. (Thailand)
Matsushita EIC (Japan)
PT Semen Cibinong Tbk (Indonesia)
Royal Porcelain Public Company Ltd. (Thailand)
Siam City Cement Public Company Ltd. (Thailand)
APM Terminals International BV (The Netherlands)
Audatex Systems GmbH (Europe)
Boehringer Ingelheim Limited (UK)
Capco - The Capital Markets Company (UK) Ltd. (Global)
Capgemini Consulting SAS (Global)
CERN – European Organization for Nuclear Research
Commerzbank AG (Germany)
Credit Suisse (Switzerland)
Degussa AG (Global)
DSM N.V. (Global)
Groupe Carrefour (Global)
Holcim Ltd. (Switzerland)
HSBC Bank plc (Global)
KPN Telecom BV (The Netherlands)
Novartis International AG (Global)
Novo Nordisk A/S (Denmark)
Otava Books and Magazines Group, Ltd. (Finland)
Panasonic UK Ltd (UK)
Rexel SA (Global)
Sandoz Lek d.d. (Slovenia)
Siemens AG (Global)
Shell International BV (Global)
Swiss Reinsurance Company (Global)
Wolseley plc (Global)
Dubai Aluminium Company Ltd. (UAE)
Oman Oil Company S.A.O.C.
Citibank, N.A. (CEEMEA)
Ecopetrol S.A. (Colombia)
Federal Reserve Bank of San Francisco
Idaho State University (US)
IMS Health (EMEA)
MasterCard International, Inc. (Global)
The Information Orientation (IO) metric has been applied in numerous mission critical projects.
enterpriseIQ® has been involved in assisting clients in a variety of business situations such as the following
Effective ERP Deployment - to maximize the
value of the IT investment by focusing on usage of the technology and
information after deployment.
Accelerating CRM - to accelerate CRM initiatives by identifying the capabilities necessary to successfully implement the technology and by mobilizing the sales team to adapt new behaviors to maximize customer
Information Policy - to develop a global policy
to maximize quality and use of information.
Team Building - to assess a new CEO's senior management team’s strengths and weaknesses and to establish a strategic action agenda.
Setting New Business Goals - to discuss new approaches to achieving corporate goals.
Evaluating the Global Portfolio - to establish an internal performance
benchmark, managers evaluated IT expenditures in relation to the benchmark and developed new strategies to strengthen deficient information
Product Development - to determine a strategy for new
information products development.