cio (2)
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
Some (very) partial information on Renault IS in 2001:
http://www.renault.com/gb/accueil.htm
A new CIO of Renault (Nissan/Renault alliance is not fully done at that time) is appointed in 2001
He has, after an analysis, presented his first feelings to the board (Renault IT executive board presentation)
Let's mention some additional data of 2001 situation:
- The applications developed in the 80's 90's, including SAP dynamic for back-office, are still based on a too "French" vision, maybe not adapted to international expansion (Nissan, and after Samsung motors, Dacia, ...)
- Organization too much "silo" oriented (engineering, manufacturing, sales, back-office), and application development too much verticalized
- Often chaotic development of techniques, including basic office applications (word, powerpoint.... incompatible versions ...)
- Internet presence weak, but anarchic explosion of specific intranet sites
- Very large application base (3000 applications), coming from history, often in specific/old languages, sometimes quite modern...
- Often creative developments, subcontracted to a lot of different service companies (more than 300...), increasing heterogeneity, lack of standards and quality...
Questions:
1) Try to imagine the main processes within Renault IS department ?
2) What could be the IT/IS scorecard, (strategic objectives, indicators) ?
3) What could be his main projects and their justification ?
Pages 56 to 81 of your documentation can be helpfull...