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Pm (cm/s) 0029 44 10 4 57 10 3 0040 11 10 4 86 10 8 33 10 5 13 10 5 50 10 9 19 10 7 39 10 5 12 10 7 94 10 5 14 10 6

Governance over information technology and its processes with the business goal of adding value, while balancing risk versus return 3 0 Non-existent There is a complete lack of any recognisable IT governance process The organisation has not even recognised that there is an issue to be addressed and hence there is no communication about the issue Initial /Ad Hoc There is evidence that the organisation has recognised that IT governance issues exist and need to be addressed There are, however, no standardised processes, but instead there are ad hoc approaches applied on an individual or case-by-case basis Management s approach is chaotic and there is only sporadic, nonconsistent communication on issues and approaches to address them There may be some acknowledgement of capturing the value of IT in outcome-oriented performance of related enterprise processes There is no standard assessment process IT monitoring is only implemented reactively to an incident that has caused some loss or embarrassment to the organisation Repeatable but Intuitive There is global awareness of IT governance issues IT governance activities and performance indicators are under development, which include IT planning, delivery and monitoring processes As part of this effort, IT governance activities are formally established into the organisation s change management process, with active senior management involvement and oversight Selected IT processes are identified for improving and/or controlling core enterprise processes and are effectively planned and monitored as investments, and are derived within the context of a defined IT architectural framework Management has identified basic IT governance measurements and assessment methods and techniques, however, the process has not been adopted across the organisation There is no formal training and communication on governance standards and responsibilities are left to the individual Individuals drive the governance processes within various IT projects and processes Limited governance tools are chosen and

recognized his talent and appointed him vice president of administration and chief financial officer in 1972 Hunter transformed the company s accounting system, but he is best remembered as the Father of Intercom While other companies were installing stand-alone computers in each store, seeing only the productivity gains they could realize and missing the patient service and marketing opportunities of a connected system, Hunter recognized the power of a centrally based computer system that tied all stores together, a system later named Intercom In 1978, Cork made three more crucial appointments He tapped Vern Brunner to head the marketing department, a move that eventually earned Brunner a place in the National Sales & Marketing Hall of Fame Cork then named Glenn Kraiss, who had joined Walgreens as a soda fountain jerk while in high school in 1949, to run store operations, a job he performed with unequaled success until he retired in 1999 And finally, Cork hired John Brown from Uniroyal in 1974 and promoted him to vice president of distribution four years later Brown revolutionized Walgreens distribution system, building six major distribution centers during his tenure All four appointees worked well into the 1990s, leaving the company in infinitely better shape than they d found it But even among leaders of equal stature, some were more equal than others All agree that Cork s key promotion was Fred Canning Putting Fred Canning in as president [in 1978] made a sea change in this company, Jorndt said Cork was the strategist, and now he has this guy Fred Canning, with so much energy, to carry it out 19

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Pm (cm/s) 023 33 10 3 0045 032 90 10 4 61 10 7 42 10 6 17 10 6 50 10 9 23 10 8 51 10 6 12 10 7 94 10 5 14 10 6

Fred Canning, a native of Chicago, started his 44-year Walgreens career humbly enough in 1946 as an apprentice pharmacist Canning was a hardcharging young man who looked and acted even then like a grizzled football coach It seemed preordained that he would quickly rise through the local ranks, and he did, becoming the store manager in 1955 That s when