DIRECTOR OF DIGITAL TRANSFORMATION AND INFORMATION SYSTEMS
DIGITAL TRANSFORMATION AND INFORMATION SYSTEMS DEPARTMENT
Marie-Odile LHOMME
“I am extremely confident about Audencia’s digital transformation”
“After a year of continuity in delivery of the Digital Transformation roadmap, 2022 promises to be a crucial year for accelerating the operational implementation of ECOS 2025.”
80
projects in all fields in 2021 for a budget of €1,254,375
1/5
What is your assessment of 2021?
Our department is in line with the delivery of the Digital Transformation roadmap, with the objective of industrialising our activity.
To achieve this objective, 2021 witnessed the establishment of a pivotal position: Project Management Officer. It is a key element that allows for smooth running of managing stakeholder demands and proactive management of the DTIS project portfolio. This function is supported by specific tools, with the deployment of a digital project platform – Audencia Digital Projects – on which stakeholders enter their needs, as well as the DTIS department’s digitalised project steering dashboard. This industrialisation is taking place in the context of strong constraints on the human capital dimension but also quality of life at work linked to the health crisis. It is this dimension that has had the most impact on a daily basis and on which we have concentrated our efforts over the past year.
2/5
What different approaches have you set up for maintaining Audencia excellence, despite the pandemic?
In this very unusual year, I first ensured that my teams had the means to respond to the needs that were heightened by the constraints of the health crisis.
In this context, it also seemed essential to me to give greater importance to the collaborative dimension by opening up the systems to more transversality. Lastly, it was also my role to enable the teams, through different measures (HR management, remote working), to optimise their working hours and to respond to their personal constraints while ensuring a fair balance between their professional and private lives. The objective was to enable my staff to continue to deliver and conduct their activities in as normal a way as possible. For the service-ware aspect, I adopted the same approach, setting adjustment to end user needs as the main guideline, in order to do the utmost to facilitate the activity of business lines and support activities. It was therefore necessary to be flexible in order to respond to the constraints brought about by the crisis and to provide a solution as soon as possible. The need for this approach was heightened by the context, but it will remain as a standard feature in the future and is a genuine gain in our industrialisation process.
3/5
What is your vision for 2022?
For the DTIS department, 2022 will be a very important or even vital year because it will witness the acceleration of ECOS 2025 operational transposition. There have been many and diverse impacts of our strategic plan.
Not all of them are priorities for 2022 but, between the ECOS 2025 needs categorised as Strategic Projects in the DTIS department’s project portfolio and the needs of activities categorised as Major and Cross-disciplinary Projects and Standard Projects, we are managing digital contributions that are onerous in workload, resource and financial terms. My objective was therefore to set up a system based on external skills that would increase our capacity to deliver but also to boost the increase in the skills required to carry out all our activities. This is why I am taking a very hands-on approach to managing the critical path of ECOS 2025 digital impacts on our institution. I feel the strong need to give impetus to a faster and more flexible dynamic due to the extremely strong competitive context in France and worldwide.
4/5
What are your objectives between now and 2025, within the framework of the ECOS 2025 plan?
By 2025, if we meet the expectations set out for 2022 thanks to the mobilisation and commitment of each of the internal stakeholders concerned, I am extremely confident about Audencia’s digital transformation.
By that point in time, we will have raised the school to a seamless level of digital experience that is fully in line with its rankings and strategic objectives.
5/5
What are your CSR commitments?
Our CSR commitments are plentiful and are at the heart of many projects. To name but one, in 2021, we developed a carbon calculator for our students, which will also soon be available to our employees.
This project was carried out with the students from the APTE specialised masters and we took on the project management role with a partner start-up from the local digital ecosystem based in Nantes and Rennes called Digital4Better, to produce a tool that makes it possible to easily visualise and identify the carbon emissions that have the most impact. For 2022, we have defined an action plan for Green IT & Sustainability made up of 3 vectors. The first consists of continuing to be present and active within the Responsible Digital Institute but also joining new Think Tanks and/or Thank and Do Tanks. The aim is to learn about good practices and trends in terms of standardisation regarding this fundamental environmental issue. Our second vector involves including at least one training session on the theme of digital responsibility and related to their job in the training plan for each staff member at the DTIS department. Lastly, the third vector, in close collaboration with the CSR delegate as well as with the actions implemented by the Shift Project, is to carry out a carbon assessment of Audencia’s IT architecture. Our overall leitmotif is to continue being an inspiring and responsible player in the sector and to be recognised as such by our peers!
© AUDENCIA 2022