Catching up with Pieter Schoehuijs, VP & CIO, Church & Dwight

What keeps you up at night?

Schoehuijs: We have an ever increasing amount of data available, but finding the information nuggets and embedding them into our decision making and other processes remains far from trivial. Also, the more we know, the more we know that we don't know. Nowadays, we are able to collect and analyze point-of-sale data and hopefully consider it as one of the inputs in our sales and operations planning as well as trade promotion management. We are able to see the big picture, the trends. And companies that don't should be able to if only they would choose to invest. However, digging deeper into the next level of detail introduces another series of influences and variables, often local. It is really difficult to sufficiently dive deep into consumers' minds yet translate them back to averages, trends and business decisions.

Of course, all of this also supports the need to deal with an ever increasing amount of data. Although it has been on the agenda now for quite a few years, companies still do not have a good handle on information classification, ownership and retention. It is often hard enough to find owners of certain master data categories, let alone to implement some meta data and govern it. There may be some exceptions out there, but more often than not, this is being dealt with haphazardly. Some will happen from the top down -- for example, by awareness campaigns and implementing policies, which are often overly complex and hard to understand let alone enforce. From the bottom up, you will see IT departments put some tools in place, like a document management system, guidance on the use of shared drives and collaboration tools, etc. Yet, making one comprehensive universe is a challenge for any company.


What steps can companies take to efficiently deal with an ever-increasing amount of data?

Schoehuijs: There is only one way, as always: Start with the business process and follow the information. It is paramount that one understands the business processes and gets involved with all core and supporting functions in the company. Start with the entire supply chain as your No. 1 customer (procurement, manufacturing, transportation, logistics). Expand to finance, sales, marketing, and research and development. Lastly, roll them out to supporting functions such as human resources and legal. Get on steering committees, visit plants and do whatever it takes to understand how things are done. This should get you to a point where you can sit with those leaders and discuss what is important, what needs more focus and where they see their function going in the next few years. For me, it has never been at the top of the list to compile a large IT strategy document. A smaller document with guiding principles and key architectural decisions will work very well and is much easier to communicate.


First job:
Math teacher at my former high school

Who inspires you?
My granddad

How do you reward yourself?
By buying some music online

Favorite Vacation Spot:
Always someplace new

Favorite Movie:
The Matrix

Favorite Musician:
Ray Charles

Proudest moment:
Anytime I see my two boys

Biggest challenge:
Seeing them enough

Hobby:
Rugby! (But obviously in full denial of my capabilities)

Favorite quote:
"In theory there is no difference between theory and practice. In practice there is."
- Yogi Berra