The digitalization driven by business needs and new business models is putting IT systems and the governance under stress. The IT department must organize itself in order to address these new value opportunities and to respond in a reactive manner.
Olivier Feingold
Senior Partner (Paris) | ENSEM
Jimmy Jollois
Partner (Paris) | INSA Lyon
“Our focus on data, their life cycle and their use allows us to concretize and understand our transformation approach.”
Olivier Feingold
ENSEM
Olivier first held operational positions in industry (energy, electrical equipment) as an industrialization engineer, quality manager, PLM project manager, product development project manager. He joined Mews Partners in 2002. He provides numerous expert assignments relating to the performance of development processes, the implementation of Data Driven organization and information systems management, in the energy, aeronautics, shipbuilding, automotive, electronics and equipment sectors.
Jimmy Jollois
INSA Lyon
Jimmy began his career in 1999 at Deloitte Consulting, later renamed Kurt Salmon. He has worked on performance improvement issues in the R&D and supply chain fields for clients in the automotive, aeronautics, transport and B2B service industries. He then moved on to digital transformation topics by contributing to the development of the OCMA group consulting firm in 2011. Jimmy joined Mews Partners in July 2015 to develop offerings related to IT performance and digital transformation, including aspects related to IOT and Industry 4.0.
Digitalization has pushed the managers to implement major transformation projects. In many cases, these projects, driven by the business lines, have been dissociated from the information systems, even though they share one essential element in common: data. The time for convergence and synchronization is coming and companies that do not pay enough attention to it will lose their competitiveness.
Data management rationalization (MDM) and enterprise architecture vision should facilitate these evolutions. In some cases, this vision must integrate industrial IT to ensure consistency and efficiency that enable digital continuity.
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The first structuring element to be captured is the need of the business lines. A challenge exists to sort upstream in order not to over-sell the IT department, to synchronize the IT roadmaps with the digital priorities of the business lines, to strengthen the involvement of the business line in the IT governance and to change the positioning of the IT department to provide a better business value offer. The IT department, where appropriate, must have the capacity to innovate and rapidly industrialize these needs.
The evolution of information systems has become a crucial issue. Their sometimes erratic development to meet urgent needs without real vision has increased complexity and now limits its scalability. Sharing a vision of end-to-end data flow (continuity) and defining business data macro models are essential to achieve the implementation of standardization principles in order to reduce TCO, increase agility and manage “make or buy” issues.
We know how to adapt to the strict needs of our clients and we value our independence in order to deliver our opinions in complete transparency. We intervene to carry out your governance diagnosis, organize your master plan and transformation roadmap, but also to support your projects and activities directly until your objectives are reached.
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