My Coke Rewards
If we told you that Coca-Cola had operating units in 50 countries around the world, you probably would not be surprised. If we told you that Coca-Cola had been in business for almost 125 years, you probably would not be surprised. So, you tell us … how many different beverages does Coca-Cola produce? 100? 500? 2, 000? Are you surprised yet? Worldwide, Coca-Cola produces an amazing 2, 800 different beverages.
When an organization is that big, has that sort of worldwide presence, and boasts what is perhaps the most well-known brand ever, you can bet that a multitude of IT systems are constantly churning in the background, not only keeping the organization running, but also keeping it running ahead of the competition.
To support internal collaboration efforts, Coke created something it calls its Common Innovation Framework, a Web-based system that combines project management capabilities with business intelligence. Using the Innovation Framework, anyone from any of the operating units worldwide can search for, find, and apply concepts, strategies, development successes, and marketing approaches that have been used elsewhere in the organization. For example, when introducing Georgia teas in Australia, the Coke people Down Under can research what marketing strategies worked well in related countries such as New Zealand. As Jean-Michel Ares, Coke CIO, explains if, “Once you have aggregated the pipeline of innovation, the object is to assess and prioritize the best allocation of resources in the organization. Beyond internal employees, Coke is reaching out with new and innovative IT steps. Recently, it rolled out a new line of software services based on hundreds of business processes to its extended family of bottlers. These software services each perform a specific common business function and run within SAP’s ERP software and are delivered by Coke’s IBM hosted date centers. The goal is to create a standardized business and technology platform across
When an organization is that big, has that sort of worldwide presence, and boasts what is perhaps the most well-known brand ever, you can bet that a multitude of IT systems are constantly churning in the background, not only keeping the organization running, but also keeping it running ahead of the competition.
To support internal collaboration efforts, Coke created something it calls its Common Innovation Framework, a Web-based system that combines project management capabilities with business intelligence. Using the Innovation Framework, anyone from any of the operating units worldwide can search for, find, and apply concepts, strategies, development successes, and marketing approaches that have been used elsewhere in the organization. For example, when introducing Georgia teas in Australia, the Coke people Down Under can research what marketing strategies worked well in related countries such as New Zealand. As Jean-Michel Ares, Coke CIO, explains if, “Once you have aggregated the pipeline of innovation, the object is to assess and prioritize the best allocation of resources in the organization. Beyond internal employees, Coke is reaching out with new and innovative IT steps. Recently, it rolled out a new line of software services based on hundreds of business processes to its extended family of bottlers. These software services each perform a specific common business function and run within SAP’s ERP software and are delivered by Coke’s IBM hosted date centers. The goal is to create a standardized business and technology platform across