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

1. IESE Business School
Implantación Blackboard
Madrid 8 Octubre 2015

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

4. 2009-2015
Transformation Agenda
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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. 2012-2015 IT Strategy
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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. Core Systems
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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. Requirements Drivers
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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. The LMS as the Education
Systems Platform
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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. A Major Change Program
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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. How we did it…
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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. 10 Critical Success Factors
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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. Muchas Gracias
Josep.Coderch@PerpetuaAdvisors.com
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