mib07

Principles and modalities to redefine the IT structure and the Information Systems

A shared diagnosis

* Growth, not mastered, of the IT budget

- Atypical growth of the budget: + 55 % between 1998 and 2000

- Miss identification and appropriation of profits connected to the investments in information technologies

- Miss control over the process of decision on the projects by the GM

* Technical weaknesses

- Insufficient coherence of the architecture of the information systems

- Heterogeneity of the workstations

* Dissatisfaction of the users

- Service often perceived as inferior

- Inadequacy of the systems to the professions ambitions

- Delays in the delivery of projects and drift of the costs

- Miss tools of objective measure of the quality of service

* Urgency of the answer to the new challenges

- Internationalization: alliance, other sites

- Exploitation of e-business (B2C, B2B) opportunities

- Reduction of the deployment time of the new systems

Foundation principles

* The coverage of the standard operational needs by the information systems is today insured by a high number of complex, often ancient systems, which it is necessary to simplify and to renew

* The objective of the new investments in the information systems is the visible improvement of the performance and the search for competitive advantages at a mastered cost

* These results have to be predictable, piloted, measured and will be obtained by the simultaneous research of:

- The operational excellence

- The rigor and the precision of the investments management

- The actual recovery of the profits of these investments

- The deep transformation of processes and behaviors

Transformation axis

* The professional mastery of the technical constituents(components): methods, tools, software packages, networks ...

* The rational exploitation of the existing systems at the level of micro-organizations and the behavior

* The selection and the piloting of creative consequentive projects

* The transparent management of the resources

* The communication and the promotion of the NTIC

* The development of distinctive internal competence

* The mastered appeal to the solutions of the market

* The cooperation with Nissan to create common systems

* The mastery of the competence necessary for the support of the e-business

Organizational change

* Make a qualitative jump in the quality of service

- Formalize the commitment of service at every level of responsibility

- Contractualize the visibility and the predictability of the commitments and the economic results

* Anticipate the new needs of Renault in industrial, commercial and economic performance

- Exploit everywhere the mighty lever of change represented by the technologies of information, communication and knowledge, around Web

* Implement an industrial, standard and professional approach, of all these technologies