The Information Orientation metric has been welcomed worldwide by leading corporations in the manufacturing, financial services and pharmaceutical industries. 

Africa
British American Tobacco (South Africa)

Asia
Diamond Roofing Tiles Company Ltd. (Thailand)
Matsushita EIC (Japan)
PT Semen Cibinong Tbk (Indonesia)
Royal Porcelain Public Company Ltd. (Thailand)
Siam City Cement Public Company Ltd. (Thailand)

Europe
APM Terminals International BV (The Netherlands)
Audatex Systems GmbH (Europe)
Boehringer Ingelheim Limited (UK)
Capco - The Capital Markets Company (UK) Ltd. (Global)
Capgemini Consulting SAS (Global)
CERN – European Organization for Nuclear Research
Commerzbank AG (Germany)
Credit Suisse (Switzerland)
Degussa AG (Global)
DSM N.V. (Global)
Groupe Carrefour (Global)
Holcim Ltd. (Switzerland)
HSBC Bank plc (Global)
KPN Telecom BV (The Netherlands)
Novartis International AG (Global)
Novo Nordisk A/S (Denmark)
Novozymes (Denmark)
Otava Books and Magazines Group, Ltd. (Finland)
Panasonic UK Ltd (UK)
Rexel SA (Global)
Sandoz Lek d.d. (Slovenia)
Siemens AG (Global)
Shell International BV (Global)
Swiss Reinsurance Company (Global)
Wolseley plc (Global)

Middle East
Dubai Aluminium Company Ltd. (UAE)
Oman Oil Company S.A.O.C.

The Americas
Citibank, N.A. (CEEMEA)
Ecopetrol S.A. (Colombia)
Federal Reserve Bank of San Francisco
Idaho State University (US)
IMS Health (EMEA)
MasterCard International, Inc. (Global)

The Information Orientation (IO) metric has been applied in numerous mission critical projects.  enterpriseIQ® has been involved in assisting clients in a variety of business situations such as the following examples:

Effective ERP Deployment - to maximize the value of the IT investment by focusing on usage of the technology and information after deployment.

Accelerating CRM - to accelerate CRM initiatives by identifying the capabilities necessary to successfully implement the technology and by mobilizing the sales team to adapt new behaviors to maximize customer contact.

Information Policy - to develop a global policy to maximize quality and use of information.

Team Building - to assess a new CEO's senior management team’s strengths and weaknesses and to establish a strategic action agenda.

Setting New Business Goals - to discuss new approaches to achieving corporate goals.

Evaluating the Global Portfolio - to establish an internal performance benchmark, managers evaluated IT expenditures in relation to the benchmark and developed new strategies to strengthen deficient information capabilities.

Product Development - to determine a strategy for new information products development.