ABSTRACT
Many CIOs, including several I interviewed for this book, carve out an innovation group filled with those brilliant technologists who have a flair for business and the insight to predict which emerging technologies will provide the most bang for the buck. At Bechtel, Ramleth takes a dierent approach. “I don’t believe in having a separate innovation group. In that scenario, those people come back with proposals for major change, and they can become very disruptive,” he says. “We embed innovation into our existing operations. That way, you get innovation, speed, and cost advantages all at the same time.”
