Aprendizaje Continuo, Visión de un CIO Josep Coderch exCIO PepsiCO & IESE

IESE Business School

Implantación Blackboard

Madrid 8 Octubre 2015

Perpetua Advisors is a comprehensive solution provider utilizing CIO intelligence; connecting your business

objectives with technology strategies. Our group is guided by six industry CIOs, each incorporating layers of global experience. With direct experience in more than 30 countries, Perpetua Advisors offers an expansive range of information

technology capabilities. We understand how technology unlocks business value. Perpetua Advisors is your CIO confidant.

Industry presence: Retail Food and Beverage /

Consumer Packaged Goods Manufacturing Secondary Education Distribution Wholesale

e: [email protected]

www.PerpetuaAdvisors.com

DALLAS ∞ MUMBAI ∞ ATLANTA ∞ BARCELONA

Core services: Advisory Services & CIO coaching Strategy & Planning IT Business Management IT Governance & Change Management Mergers & Acquisitions Outsourcing Advisory IT assessments

The Challenge…

Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 3

- ‘Flat’ IT organization (95 HC)- 140 ‘open’ projects- Faculty & Executives buying & provissioning mission critical systems- Users screaming to IT personnel

2009-2015 Transformation Agenda


Set the Basics2009-2011

• Budgeting &

Accounting

• Project

Management

• Service

Management

• Organization

Rationalization.

Prepare Transformation

2011-2013

• Define Strategic

Road Map

• Balanced

Scorecard

• Set Governance

Bodies

• Execute Strategic

Pilots

Drive Transformation

2013-2015

• Business

Blueprinting

• Business Case

• Business Teams

• Program

Execution

• Change

Management

Program

2012-2015 IT Strategy


IT Strategic Goal: Step change Education and Commercial capabilities in the context of economic pressure, institutional expansion

and internationalization while resetting the Technology Infrastructure and Service for our users community.

Strategic Priorities:

1. New Learning Management System (LMS) in support of our education community and program requirements.

2. Replacement of our ERP addressing broad back office needs (Education, Research, Alumni, Institutional Development, Personnel and Finance.

3. Implement a new CRM system leveraging progress and learning gain with IEE and the on-going GEMBA test.

4. Continue upgrade of our infrastructure. Especially for what relates to classrooms, workrooms, audiovisuals, aging Pc’s and virtualization.

5. Excellent support services to academic activities (scores 4,5+) while balancing priority and resources focus across the broad user community.

Assumptions:

1. Selection of LMS & ERP software completed by April 2012 & July 2012 respectively

2. Appoint (as per projects start dates) Functional Leadership for the mobilization and execution of Strategic Initiatives (LMS, ERP, CRM) on boarding full time participation from Divisions and users affected to drive implementation and manage change.

3. Strengthen Governance of IT Strategy through:

1. ‘Comité de Priorización Tecnológica’ to oversight overall IT Strategic agenda, confirm investments and manage execution trade offs.

2. Specific ‘Cross Divisional’ committees (similar to the Web Committee) to manage implementation implications of Strategic Initiatives (LMS, ERP, CRM)

4. Secure funding of €MM (to be confirmed during project mobilizations) for the 2012-2015 Strategic Calendar.

• LMS Pilot Starts work Sept 2012. Roll out completed by the end of 2013-2014 School Year.

• ERP (Education & Support Divisions). Project Completed by end 2nd quarter 2014-2015

• End Game CRM Pilot Q3 2013-2014. Begin roll out Q1 2014-2015

• Classrooms and Workrooms upgrades completed by end of Q2 2012-2013.

•Faculty Mobility Completed end of Q3 2011-2012 & Faculty End User Equipment upgrades end of Q2 2012-2013.

•Virtualization Completed end of 2012-2013.

•End User Equipment renovation completed by end of 2013-2014.

•Audiovisuals Upgrade completed by end of 2013-2014.

•New IT Service Support Organization

• Live Sesions end of Q1 2012-2013

• Completion end of Q4 2012-2013

Key Commitments

Capex€K

2012-2013 2013-2014 2014-2015

Others

Strategy

Total

Opex€K

2012-2013 2013-2014 2014-2015

People

Operating

Total

PeopleEoY

2012-2013 2013-2014 2014-2015

Employee

External

Total

Core Systems


WEB

Tridion

CRM

Salesforce

LMS

Blackboard

Planning

Custom

Education ERP

PeopleSooft

Backoffice ERP

PeopleSoft/Meta4

Marketing Commercial Education

Front Line

ProgramManagement

AdministrationFinance

Integration: Oracle OSB

Requirements Drivers


Content driven New interaction possibilities

A whole new world

New York

Sao Paulo

MadridBarcelona

Munich

Shanghai

• General Management focus

• Transformational learning

• Case Method

• Work/Discussion Group

• Access to faculty

• Life long experience

• Alumni network

Skill Development Calendar Development

University AND Corporate Training CenterGlobal Presence

+ 15 Associated Universities

University Profile Program Diversity

The LMS as the EducationSystems Platform


© Copyright Showeet.com

SATISFACTION

COST/PAIN

Tuck Ins• Kaltura• Campus Groups• Turnit-in• Voting system• .. And much more

Pre-Load• Course Descriptions• Materials• Schedules• Faculty bio’s &

publications• …Self Service

Support• Dedicated Team

(Faculty Red Phone)• Videotutorials• Support Blog• Formalized Training• Faculty 101’S…

Standardize• Processess (Simple, Clear and

Widely Adopted)• Common Look & Feel• Templates• Navigation• Content format

Universalize• Portal for Faculty & Participants• Single Sign On• … If its not there it does not

exist…!!!

Integrate• Streamlined Data Model• Declared Systems of reference• Use of Blackboard ecosystem• Develop Building blocks when

needed• Tactical use of Links• … some systems don´t need or

can´t be integrated…!!!

http://www.mapeet.com/

A Major Change Program

Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 9© Copyright Showeet.com

1. Empower the Business1. Set Up Program Steering Bodies2. Set up Business Transformaion Team

1. Functional & Process owners2. Data Accountability3. End User Training

3. Set up Learning Innovation Unit

2. Execute Change Management agenda1. Program Communications2. Business alignment & conflict resolution3. Best practices identification & recommendations4. Training & Suport Program definition & execution

3. Software as a Service a catalistt for IT Change1. Share of Mind (from Tecnical Activities to Business

Support)2. Simplification, Standardization and Rationalization3. Speed up delivery cycles.4. Rationalize entrenched body shopers & freelancers

• Scope of Servicesaffected

• Multiple Locations

• Very decentralizedoperations

• Enterpreneurialculture

• Large Team• 100+ Faculty

members• 150+ Program

Management Team• 70 Support staff• 60 IT Team

http://www.mapeet.com/

How we did it…

Madrid 8 de Octubre de 2015 Preparado por Josep Coderch

10

Q3 Q4Q1 Q2

Go Live GEMBA

Go Live MBA

2012-2013

Q3 Q4

2011-2012

Q1 Q2

PilotLMS Product Search

Prepare Transformation

2013-2014

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2014-2015

CRM

CRM go live all programs

Acedemic Management

Prog 1 Prog 2 Prog 3 Prog 4 Prog 5

LMS

Prog 1 Prog 2 Prog 3 Prog 4 Prog 5

Back Office

HR Financials

Legacy, MDM & Integratión, Infrastructure, Change Management, Global PMO

CRM system ready

Drive Transformation

Transitory model

Integrator Search

E2E Blueprinting

Approach• Competitive Intelligence• Universities Benchmark• Product Demos & TestDecission Drivers• Functional Requirements• Global Presence• Product Development

(R&D)• Product support• Ecosystem• SaaS Delivery Business Case

Approach• Stand Alone• Out of Box functionality• IESE look and feel• IESE & Blackboard resourcesObjectives• Validate assumptions• Minimize risks• Capture learnings

Approach• Minimal Integration• Minimal Customization• IESE & Blackboard resourcesObjectives• Keep Momentum• Address burning issues

10 Critical Success Factors


1. Complete IT home work First (The Basics & Preparation)

2. Clear mandate & support from ‘The Board’

3. Clearly stated program Objectives and Deliverables

4. End to End Solution Definition (As is, To be and What changes)

5. Assume legacy data is wrong

6. Time bound activities

7. Continuous readiness assessment process

8. Users Support, Users Support, Users Support….

9. Communicate, Communicate, Communicate…..

10. It’s a Marathon not a Sprint

Muchas Gracias

[email protected]


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