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

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Proceso de transformación tecnológica de la Institución IESE Business School con la Implantación Blackboard

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

  1. 1. IESE Business School Implantación Blackboard Madrid 8 Octubre 2015
  2. 2. 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: info@PerpetuaAdvisors.com 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
  3. 3. 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
  4. 4. 2009-2015 Transformation Agenda Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 4 Set the Basics 2009-2011 • 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
  5. 5. 2012-2015 IT Strategy Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 5 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 People EoY 2012-2013 2013-2014 2014-2015 Employee External Total
  6. 6. Core Systems Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 6 WEB Tridion CRM Salesforce LMS Blackboard Planning Custom Education ERP PeopleSooft Backoffice ERP PeopleSoft/Meta4 Marketing Commercial Education Front Line Program Management Administration Finance Integration: Oracle OSB
  7. 7. Requirements Drivers Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 7 Content driven New interaction possibilities A whole new world New York Sao Paulo Madrid Barcelona 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 Center Global Presence + 15 Associated Universities University Profile Program Diversity
  8. 8. The LMS as the Education Systems Platform Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 8 © 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…!!!
  9. 9. A Major Change Program Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 9 © Copyright Showeet.com 1. Empower the Business 1. Set Up Program Steering Bodies 2. Set up Business Transformaion Team 1. Functional & Process owners 2. Data Accountability 3. End User Training 3. Set up Learning Innovation Unit 2. Execute Change Management agenda 1. Program Communications 2. Business alignment & conflict resolution 3. Best practices identification & recommendations 4. Training & Suport Program definition & execution 3. Software as a Service a catalistt for IT Change 1. Share of Mind (from Tecnical Activities to Business Support) 2. Simplification, Standardization and Rationalization 3. Speed up delivery cycles. 4. Rationalize entrenched body shopers & freelancers • Scope of Services affected • Multiple Locations • Very decentralized operations • Enterpreneurial culture • Large Team • 100+ Faculty members • 150+ Program Management Team • 70 Support staff • 60 IT Team
  10. 10. 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 LMS Prog 1 Prog 2 Prog 3 Prog 4 Prog Back Office HR Financi 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 & Test Decission 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 resources Objectives • Validate assumptions • Minimize risks • Capture learnings Approach • Minimal Integration • Minimal Customization • IESE & Blackboard resources Objectives • Keep Momentum • Address burning issues
  11. 11. 10 Critical Success Factors Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 11 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
  12. 12. Muchas Gracias Josep.Coderch@PerpetuaAdvisors.com Madrid 8 de Octubre de 2015 Preparado por Josep Coderch 12

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