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Leading Transformation at the American Cancer Society
1. Leading Transformation at the American Cancer Society Jay Ferro, Chief Information Officer
October 14-15, 2014
CIO North America Chicago CONFIDENTIAL ACS Information Technology 1
2. CONFIDENTIAL ACS Information Technology 2
My Story and Our Story
•
Who I Am
•
Who We Are
•
The Transformation Story
•
In the Beginning . . .
•
The Journey So Far
•
Report Card and Outlook
•
End (States)
3. Who I Am
POSITION
•
Chief Information Officer, American Cancer Society
EDUCATION
•
AB & MBA, University of Georgia
FAMILY
•
Three sons: Trey (16), Connor (13) and Alex (11)
NOMINATIONS
•
2013 Top 10 CIO Breakaway Leader – Winner
•
2012, 2013 ATP (Assoc. Telecom Pro) – Finalist
•
2011 Georgia CIO of the Year – Winner
•
2010 Georgia CIO of the Year – Finalist
COMMUNITY
•Board Chair, Georgia CIO Leadership Association
•Board Chair, TechBridge
•Co-Chair, United Way, Technology Unit
•Advisory Board, Women In Technology
•Alumni Board, Terry College of Business
@jayferro
www.linkedin.com/in/jacobferro
5. Who We Are CONFIDENTIAL ACS Information Technology 5
6. Who We Are
•
Founded in 1913, ACS is the nation’s largest voluntary public health organization.
•
The American Cancer Society is the most trusted source of cancer information.
•
As the largest nongovernmental funder of cancer research and having spent more than $4 billion on cancer research since 1946, we’ve played a role in nearly every cancer breakthrough in recent history. CONFIDENTIAL ACS Information Technology 6
7. CONFIDENTIAL ACS Information Technology 7
More than Just Research
•
Funding cancer research, breakthroughs, discoveries, and statistics
•
Health advocate/government agency
–
Cancer research funding
–
Access to care
–
Tobacco awareness
–
Patient quality of life
–
Affordable Care Act
•
Hope Lodge – lodging for cancer fighters who must travel
•
Look Good Feel Better, TLC ‘tender loving care’ products
•
Road to Recovery – rides to treatment appointments
•
WhatNext – survivor networks, living with cancer
10. CONFIDENTIAL ACS Information Technology 10
IT Supports the Formula for Success
Point of Sale
Events Support
Apps Development
Web development
Mobility and Social
Email/Collaboration
Business Intelligence
Data Management
Networking
Mission
Research
Advocacy
Fundraising
11. CONFIDENTIAL ACS Information Technology 11
My Leadership Team
Diane Burack
VP, Client Services
Shaun Hunt VP, Governance
Keith Weller
VP, Infrastructure
Ashok Vantipalli VP, Applications
Blake Sanders
VP, Architecture & Data Management
Jay Ferro
CIO
12. What Does Your Dollar Do? CONFIDENTIAL ACS Information Technology 12
13. CONFIDENTIAL ACS Information Technology 13
A History of Innovation
•
We have supported 47 investigators before they went on to win Nobel Prizes. From:
–
Hermann Joseph Muller, PhD, 1946, Nobel Prize in Physiology or Medicine
To:
–
James E. Rothman, PhD, 2013, Nobel Prize in Physiology or Medicine
15. CONFIDENTIAL ACS Information Technology 15
We moved toward a business without barriers to realize our lifesaving mission without boundaries.
1 legal entity
Leverage and move resources
Coordinated efforts
Scalability for future growth
Now
12 Divisions
Grassroots Organization
Divisional Operating Model
Autonomy to make impact at local level
Then
&
17. In the Beginning . . . (or, Where I Came In) CONFIDENTIAL ACS Information Technology 17
18. CONFIDENTIAL ACS Information Technology 18
State of IT in 2011
Findings:
•
The application, data, information and infrastructure architectures reflect the changes over the past several decades, and will need re-architecting and evolution to support the growth and mission of “One ACS” in the years to come.
•
~90% of IT spend on “lights on” activities
Application Architecture:
•
Accidental and decentralized development resulted in ~600 applications that did meet business needs
•
The resulting architecture is disjointed and costly to maintain
•
Low penetration into Social & Mobile space
Data & Information Architecture:
•
Data distributed across the enterprise in over ~1,500 silo’ed databases.
•
The amount of data relatively small, though the diversity & distribution is immense and creates numerous issues including inaccurate reporting, & misleading results.
Infrastructure Architecture:
•~2,000 servers across 3 primary data centers & several hundred secondary locations
•Single point of failures: matrix of aging to end-of-life equipment with limited DR/BC
19. CONFIDENTIAL ACS Information Technology 19
Assessment Results
•
The key findings from discussions across the enterprise were synthesized into the seven (7) Signature IT Strategies. These strategies guide the IT team as they establish a solid foundation that can support ambitious business goals
21. CONFIDENTIAL ACS Information Technology 21
Technology Roadmap
CONFIDENTIAL ACS Information Technology
Talent Strategy &Training
Realign Organization
IT Risk Management
ITIL Based Processes & Agile (SDLC)
PMO & Balanced Scorecard
Consolidate Data Centers
Harden, Right-sized Network
Virtualize ACS Environment
Email Collaboration Platform
Tactical & Strategic Disaster Recovery
Service Oriented / Integration Architecture
Data Management Platform
BI, Analytics & Reporting Architecture
Common Services / Enterprise Service Bus Deployment
Identity & Access Management
Intranet & Internet Platform
2012
2013
2014
2015
2016
People
Process
Arch.
Infrastructure
Change Management Program - Recruiting, Training, Performance Management & Communications
Technology
Apps.
Application Rationalization
Mobility Strategy & Applications
Stabilize
Improve
Transform
Streamlined suppliers
Unified Communication & SIP
Application Upgrades
Application Replacements
Skills analysis
22. The Journey So Far CONFIDENTIAL ACS Information Technology 22
23. CONFIDENTIAL ACS Information Technology 23
Culture Change, Not Culture Clash
•
SMAC and the Society
•
Process Improvement
–
30-60-90 Journey
–
The Innovation Process
•
Transparency and Communication
–
Inside and Outside of IT
–
Performance
–
Recognition
•
Partnerships
•
Document Collaboration
•
Access to Data/Apps on the Go
•
Big Data? Big Solutions
•
Transforming Customer Support
•
Running the Numbers
•
IT Progress Report Card
•
Business Focus
•
Lessons Learned
24. SMAC in the Middle
•
Social: Engagement, connection, collaboration, community, and crowdsourcing
•
Mobile: Value through micro- moments, innovation on the move, event interconnections
•
Analytics: Delivering value through patterns and predictions
•
Cloud: Business agility, economies of scale, collaboration, competitiveness CONFIDENTIAL ACS Information Technology 24
Interconnection
25. CONFIDENTIAL ACS Information Technology 25
SMAC and the Society
Before 2012
•Facebook / Twitter / Instagram
•Low penetration
•Outdated chat client
Now & Near Future
•Social media login / integration for programs and promotion
•Lync enterprise chat / collaboration
•Yammer enterprise social media
Before 2012
•Company-sponsored expense
•BYOD launched: ~320 devices
•Unsecured, unofficial apps
Now & Near Future
•Mobile fundraising/event support app
•BYOD: 3,500+ devices
•Enterprise App Store with third-party and in-house apps
•Secure mobile gateway
Before 2012
•Outdated infrastructure
•Unsupported reporting software
•Weekly data refresh
Now & Near Future
•Enterprise data warehouse/platform
•Daily data refresh
•Latest enterprise reporting software
•Mobility and greater BI
Before 2012
•Outdated intranet, project sites
•Decentralized servers / environment
Now & Near Future
•SharePoint intranet, project and team sites
•Centralized servers, support
•OneDrive for Business storage
SOCIAL
MOBILE
CLOUD
ANALYTICS
28. CONFIDENTIAL ACS Information Technology 28
Quick Wins! 30-60-90!
•
Quick Wins program provides standard processes and brings relief to pain points
–
Reduced risk: transparency, improved controls
–
Improved quality
–
Greater productivity: effective use of resources
–
Improved timeliness: faster turnaround, proactive escalations
March 2012 Quick Wins program implemented
March 2013 310 Quick Wins launched 128 Completed
Integrated Quick Wins into Enterprise demand management
March 2014
424 Quick Wins launched 192 Completed
29. CONFIDENTIAL ACS Information Technology 29
Transparency & Communication
Inside IT:
•
Communication
–
Newsletters
–
Emails (CIO Update, Jay’s Open Door)
–
Social media (Yammer)
•
Performance
–
Restructure duties, teams
–
Set expectations
•
Recognition
–
IT CODE Spirit of Excellence
Outside IT:
•
Project Deployments
–
Employ Change Champions
–
Generate excitement
•
Communication
–
Targeted and project-related emails
–
Annual Performance Report
–
Nationwide survey
–
Social media (Yammer)
–
Open Door policy
33. CONFIDENTIAL ACS Information Technology 33
Access Data/Apps on the Go
•
Mobility Strategy
–
BYOD
–
Enterprise App Store – Customized and in- house apps
•
Application virtualization
•
Slow, but steady move toward cloud and SaaS where appropriate
42%
Increase in connected BYOD devices in 6 months
34. CONFIDENTIAL ACS Information Technology 34
Data Management Solutions
•
Enterprise Data Warehouse Appliance
–
Daily data refresh
•
Enterprise Business Intelligence Platform
–
Faster, more advanced reporting with up-to-date data
–
Mobile reporting
35. CONFIDENTIAL ACS Information Technology 35
Transforming Customer Support
•
Increase frequency of and areas of measurement
•
Survey
•
Prioritize pain points
•
Be open to feedback and changes
•
Develop action plans to fix issues / correct course
89
90
91
92
93
94
95
96
97
98
99
10/18/2012
1/26/2013
5/6/2013
8/14/2013
11/22/2013
3/2/2014
6/10/2014
9/18/2014
Percent Customer Satisfaction
Year
% Customer Satisfaction 2012 to Present
36. CONFIDENTIAL ACS Information Technology 36
Running the Numbers
150%
9,000
12% 10%
Increase in customer service
Increase in first-contact resolutions
email accounts in 2 months
$6 m
in telecom savings each year
Increase in sites with enterprise Wi-Fi
800+
servers
Migrated
1/3
reducing legacy systems/apps by
200+
Migrated/sunset
legacy apps
500+
databases
38. CONFIDENTIAL ACS Information Technology 38
•
Lotus Notes mail servers reduced from 139 to 12
•
Domain controllers reduced from 147 to 53
•
Migration and sunset of >200 Enterprise apps
•
Consolidation of 7 GLs to 1
•
150% increase in sites with Enterprise Wi-Fi capabilities
•
50% increase in standard Avaya VOIP sites
•
4,800 new computers issued during 2012
•
Cost reductions realized for hardware and/or software maintenance
•
Records Management Program (12 months of email)
•
Streamlined project portfolio to align with the business needs
•
Our BYOD program (tablets and smartphones) increased from 319 to 3,500+
•
Monitoring 12,000+ endpoints
•
99.5% of all computers have latest McAfee
•
99.5% of all computers have latest Encryption
•
Identity and Access Management
•
Active Directory cleanup, using FIM/tools we already owned
•
Office 365 Migration
•
9,000 email accounts in mere months
•
Industry-standard email and apps
•
New Intranet – SharePoint for collaboration, communication
•
Latest BusinessObjects upgrade
•
Digital Asset Management
•
Application virtualization
•
Integrated Yammer into SharePoint
•
MS Lync meetings
•
SharePoint 2013 – team sites, project sites
•
Reduced data latency for critical reports from weekly to nightly
•
Internal firewalls
•
Endpoint & email DLP
•
Upgraded to Cisco VPN & site to site
•
Active Directory domain consolidation
•
Server/router/network consolidation
•
Uniform patch management process
•
OneDrive for Business – document access anywhere
•
Mobile reporting
•
Visual dashboards
•
Alert notifications
•
Better search/navigation
•
Quarterly compliance and certification of system access
•
Network authentication
41. Our Outlook
LESSONS LEARNED
•
Collaborate or die
•
Quick Wins Strategy – What can you do in 30–60– 90 days
•
Build credibility through transparency and frequent communications
•
Always understand the culture of the organization and change appetite
•
Live to fight another day!
•
Learn from your peers – internal and external
•
Change people or change people
•
Trust your gut
•
Don’t reinvent the wheel! “R&D” CONFIDENTIAL ACS Information Technology 41
0
10
20
30
40
50
60
70
80
2012
2013
2014
Beyond 2014
IT Spend Focus Areas
Stabilize
Improve
Transform
Reduced spend on ‘keep the lights on’ activities adds to the bottom line and means more funding for new technology solutions and process improvements.
