IT Management Conference
Murali Kaundinya, VP & Chief Innovation Architect of UnitedHealth Group

Murali Kaundinya

VP & Chief Innovation Architect of UnitedHealth Group

As Chief Innovation Architect of UnitedHealth Group IT, Murali Kaundinya is responsible for championing innovation, both functional and operational, across lines of business. He leads with strategy, systems planning, technology research and development. As part of the tele-medicine initiative, he drives radical transformation and efficiencies into the care coordination and care delivery processes. Kaundinya leads the creation of a blueprint, reference architecture and prototype that virtualizes patient/provider interactions across multiple channels.

Kaundinya also held a previous role at UnitedHealth Group IT of Chief Architect. In that role, he created and led the enterprise architecture group which set standards on enterprise systems planning, technology standardization, SDLC, governance, risk-management and compliance for UnitedHealth Group. During this time he established the foundation and direction with SOA for UnitedHealth Group businesses and oversaw several successful pilots with centers of excellence around portals, BPM, ESB, Governance, MDM and others.

Before joining UnitedHealth Group, Kaundinya had a distinguished career at Sun Microsystems, Inc. where he was the Chief Architect for Sun Services. As Client Executive, he influenced C-level executives of Fortune-50 companies with strategy, emerging trends, innovation, enterprise computing and technology.

Kaundinya has consulted extensively with Xerox, Nortel, IBM and NASA and has also published and presented at several prestigious forums. Kaundinya holds a Masters degree in computer science from George Mason University, Fairfax, VA. He received his undergraduate degree in electrical engineering from Indian Institute of Science, Bangalore, India.


Leading Business Transformation with Enterprise IT

PMI PDU Eligible

Enterprise transformation is a continuous process of improving various qualitative and quantitative metrics. These improvements are at times triggered by the relative positioning of an enterprise calibrated against its competitors in a given vertical sector and the desire to advance. They may also be triggered by disruptive trends in the industry where the pace and efficiency of execution in driving change could propel an enterprise into a leadership position. The mandate for change may come about top-down with support from executive leadership or it can occur at a grassroots level going bottom-up.

In this presentation, we will review some interesting real-life experiments with organizational transformation and discuss what works and what does not.