jay ferro

Leading Transformation at the American Cancer Society

Jay Ferro, Chief Information Officer

October 14-15, 2014 CIO North America Chicago

CONFIDENTIAL ACS Information Technology 1


My Story and Our Story • Who I Am • Who We Are • The Transformation

Story • In the Beginning . . .

• The Journey So Far • Report Card and

Outlook • End (States)

Who I Am POSITION • Chief Information Officer, American Cancer

Society

EDUCATION • AB & MBA, University of Georgia

FAMILY • Three sons: Trey (16), Connor (13) and

Alex (11)

NOMINATIONS • 2013 Top 10 CIO Breakaway Leader –

Winner • 2012, 2013 ATP (Assoc. Telecom Pro) –

Finalist • 2011 Georgia CIO of the Year – Winner • 2010 Georgia CIO of the Year – Finalist

COMMUNITY • Board Chair, Georgia CIO Leadership

Association • Board Chair, TechBridge • Co-Chair, United Way, Technology Unit • Advisory Board, Women In Technology • Alumni Board, Terry College of Business

@jayferro

www.linkedin.com/in/jacobferro

More Importantly

Who We Are


Who We Are • Founded in 1913, ACS is the nation’s largest

voluntary public health organization. • The American Cancer Society is the most

trusted source of cancer information. • As the largest nongovernmental funder of

cancer research and having spent more than $4 billion on cancer research since 1946, we’ve played a role in nearly every cancer breakthrough in recent history.



More than Just Research • Funding cancer research, breakthroughs, discoveries, and

statistics • Health advocate/government agency

– Cancer research funding – Access to care – Tobacco awareness – Patient quality of life – Affordable Care Act

• Hope Lodge – lodging for cancer fighters who must travel • Look Good Feel Better, TLC ‘tender loving care’ products • Road to Recovery – rides to treatment appointments • WhatNext – survivor networks, living with cancer

Society Engagement Platforms


Presenter

Presentation Notes

Stand Up 2 Cancer talking points: The American Cancer Society and Stand Up To Cancer (SU2C) are delighted to announce a collaboration like no other in the cancer community, that marries the Society’s comprehensive cancer-fighting mission with SU2C’s unique, high impact funding model. This collaboration joins the power and might of Hollywood with a 3-million-strong grassroots ground force on a unique effort to tackle cancer. ACS and SU2C will jointly fund a major, multi-million dollar research Dream Team that will focus on lung cancer, the leading cancer killer. By joining forces, the organizations aim to push their shared cancer-fighting agenda ahead faster, modeling the collaboration and interdependence necessary to put an end to cancer. SU2C’s focus on cutting edge translational research will help to enhance and diversify the Society’s rich research portfolio, which has contributed to every major cancer research breakthrough. This unique collaboration brings together a rich history of scientific discovery and accomplishment with a movement laser focused on making everyone diagnosed with cancer a survivor. ACS and Relay For Life (RFL) will be highlighted during the one-hour, commercial-free SU2C live telecast on September 5th, with a luminaria ceremony and a live ‘shout out’ by a celebrity. ACS will host 250 RFL viewing parties across the country during the telecast, to further excite and engage communities in the fight against cancer. Additionally, the Society’s advocacy affiliate, the American Cancer Society Cancer Action Network (ACS CAN), and Stand Up To Cancer, will explore ways to work together in support of increased federal funding for cancer research and prevention programs.


Presenter

Presentation Notes

The hopeful side of cancer has never been more hopeful / We know more today than ever before about how to bring cancer under control. We are working to save more lives, faster. We are turning the tide of cancer. Co-equal partnerships / collaboration across sectors is vital.


IT Supports the Formula for Success Point of Sale Events Support Apps Development Web development Mobility and Social Email/Collaboration Business Intelligence Data Management Networking

Mission

Research

Advocacy

Fundraising


My Leadership Team

Diane Burack VP, Client Services

Shaun Hunt VP, Governance

Keith Weller VP, Infrastructure

Ashok Vantipalli VP, Applications

Blake Sanders VP, Architecture & Data Management

Jay Ferro CIO

What Does Your Dollar Do?



A History of Innovation • We have supported 47 investigators before they

went on to win Nobel Prizes. From: – Hermann Joseph Muller, PhD, 1946, Nobel Prize in

Physiology or Medicine To:

– James E. Rothman, PhD, 2013, Nobel Prize in Physiology or Medicine

Presenter

Presentation Notes

The American Cancer Society is honored to have supported 47 investigators before they went on to win the Nobel Prize, considered the highest accolade any scientist can receive. This is a tribute to the Society’s Research program and the strength of its peer-review process. Let me highlight the very first and the most recent Nobel Prize winners: Hermann Joseph Muller, PhD �1946, Nobel Prize in Physiology or Medicine�Discovered that x-ray irradiation can produce cell mutations. James E. Rothman, PhD 2013, Nobel Prize in Physiology or Medicine�Won for defining the control of the movement of membranes in cells; which contributes greatly to the understanding of cell functioning in numerous diseases, including cancer. These internal cell membranes are key to the function of cells and the ability of cells to move, both of which are hallmarks of cancer cells.

The Transformation Story



We moved toward a business without

barriers to realize our lifesaving mission

without boundaries.

1 legal entity Leverage and

move resources Coordinated

efforts

Scalability for future growth

Now 12 Divisions Grassroots

Organization Divisional Operating

Model Autonomy

to make impact at local level

Then &


Every good story has a . . .

Beginning Journey End (States)

In the Beginning . . . (or, Where I Came In)



State of IT in 2011 Findings: • The application, data, information and infrastructure architectures reflect the changes over

the past several decades, and will need re-architecting and evolution to support the growth and mission of “One ACS” in the years to come.

• ~90% of IT spend on “lights on” activities

Application Architecture: • Accidental and decentralized development resulted in ~600 applications that did meet

business needs • The resulting architecture is disjointed and costly to maintain • Low penetration into Social & Mobile space

Data & Information Architecture: • Data distributed across the enterprise in over ~1,500 silo’ed databases. • The amount of data relatively small, though the diversity & distribution is immense and

creates numerous issues including inaccurate reporting, & misleading results. Infrastructure Architecture: • ~2,000 servers across 3 primary data centers & several hundred secondary locations • Single point of failures: matrix of aging to end-of-life equipment with limited DR/BC


Assessment Results • The key findings from

discussions across the enterprise were synthesized into the seven (7) Signature IT Strategies. These strategies guide the IT team as they establish a solid foundation that can support ambitious business goals


Guiding Principles & Outcomes PRINCIPLES • Simplified • Standardized • Secure • Efficient • Effective

OUTCOMES • Customer-driven • Enabling the

Mission • Agile • Capable • Transparent • Innovative

Presenter

Presentation Notes

Using the basic principles of Simplified, Standardized, Secure, Efficient and Effective, we are becoming an agile organization capable of utilizing standardized processes and a unified enterprise architecture to develop and support integrated applications and information deployed on a flexible and secure infrastructure platform.


Technology Roadmap

CONFIDENTIAL ACS Information Technology

Talent Strategy &Training Realign Organization

IT Risk Management ITIL Based Processes & Agile (SDLC)

PMO & Balanced Scorecard

Consolidate Data Centers Harden, Right-sized Network

Virtualize ACS Environment

Email Collaboration Platform Tactical & Strategic Disaster Recovery

Service Oriented / Integration Architecture Data Management Platform

BI, Analytics & Reporting Architecture

Common Services / Enterprise Service Bus Deployment Identity & Access Management

Intranet & Internet Platform

2012 2013 2014 2015 2016

Peop

le

Proc

ess

Arch

. In

fras

truc

ture

Change Management Program - Recruiting, Training, Performance Management & Communications

Tech

nolo

gy

Apps

.

Application Rationalization Mobility Strategy & Applications

Stabilize Improve

Transform

Streamlined suppliers

Unified Communication & SIP

Application Upgrades Application Replacements

Skills analysis

Presenter

Presentation Notes

This is a simplified version of our Information Technology roadmap to capture the need to look at people, process and technology together. In this version, as well as more detailed versions that were created for our stakeholders, it was key to ensure we captured the areas of interest for other functional areas. Without the buy-in and credibility of having a comprehensive plan, our IT team would not have been able to execute on an integrated architecture or long-term TCO reduction.

The Journey So Far



Culture Change, Not Culture Clash • SMAC and the Society • Process Improvement

– 30-60-90 Journey – The Innovation Process

• Transparency and Communication – Inside and Outside of IT – Performance – Recognition

• Partnerships • Document Collaboration

• Access to Data/Apps on the Go • Big Data? Big Solutions • Transforming Customer Support • Running the Numbers • IT Progress Report Card • Business Focus • Lessons Learned

SMAC in the Middle • Social: Engagement, connection,

collaboration, community, and crowdsourcing

• Mobile: Value through micro-moments, innovation on the move, event interconnections

• Analytics: Delivering value through patterns and predictions

• Cloud: Business agility, economies of scale, collaboration, competitiveness


Interconnection

Presenter

Presentation Notes

SMAC deals with the biggest forces that are exerting themselves on IT right now. Many IT departments tend to fight SMAC, but we have rolled with it, using all the facets it brings, including collaboration and crowdsourcing, mobility and bring your own device, cloud technologies, and by revising our analytics tools. We’ll take a more in-depth look at these shortly.


SMAC and the Society Before 2012 •Facebook / Twitter / Instagram •Low penetration •Outdated chat client

Now & Near Future •Social media login / integration for

programs and promotion •Lync enterprise chat / collaboration •Yammer enterprise social media

Before 2012 •Company-sponsored expense •BYOD launched: ~320 devices •Unsecured, unofficial apps

Now & Near Future •Mobile fundraising/event support app •BYOD: 3,500+ devices • Enterprise App Store with third-party and

in-house apps • Secure mobile gateway

Before 2012 •Outdated infrastructure •Unsupported reporting software •Weekly data refresh

Now & Near Future • Enterprise data warehouse/platform •Daily data refresh • Latest enterprise reporting software •Mobility and greater BI

Before 2012 •Outdated intranet, project sites •Decentralized servers /

environment

Now & Near Future •SharePoint intranet, project and

team sites •Centralized servers, support •OneDrive for Business storage

SOCIAL

MOBILE CLOUD

ANALYTICS

Presenter

Presentation Notes

ACS has made strides in all four SMAC areas, such as ---


The Innovation Process


Quick Wins! 30-60-90! • Quick Wins program provides standard

processes and brings relief to pain points – Reduced risk: transparency, improved controls – Improved quality – Greater productivity: effective use of resources – Improved timeliness: faster turnaround, proactive

escalations

March 2012 Quick Wins program

implemented

March 2013 310 Quick Wins launched

128 Completed

Integrated Quick Wins into Enterprise demand

management

March 2014 424 Quick Wins launched

192 Completed

Presenter

Presentation Notes

To create momentum, provide standard processes across the organization, and bring some immediate relief to obvious pain points, we created a Quick Wins process for projects. Appropriate projects would be obtainable within 90 days, cost less than $100,000, strategically identified based on prioritized needs, and create an environment of change and innovation. These early quick wins enabled a spirit of change that carried over into the more long-term projects we’ve undertaken since then. Once the entire enterprise saw the improved tools and new openness that Information Technology was enabling, they trusted us to deliver on larger projects, such as Office 365, which included a complete overhaul in email and messaging systems.


Transparency & Communication Inside IT: • Communication

– Newsletters – Emails (CIO Update, Jay’s Open Door) – Social media (Yammer)

• Performance – Restructure duties, teams – Set expectations

• Recognition – IT CODE Spirit of Excellence

Outside IT: • Project Deployments

– Employ Change Champions – Generate excitement

• Communication – Targeted and project-related emails – Annual Performance Report – Nationwide survey – Social media (Yammer) – Open Door policy

Presenter

Presentation Notes

To create clarity and transparency, we initiated a communications plan, using internal talent and partnering with Corporate Communications for enterprise-wide messages for accuracy and consistency. General communications sent at regular intervals explain what IT is doing to prepare for and enable the Society’s transformation. Each time a new project was launched, especially game changers like Office 365, our new SharePoint intranet, etc., we built and tested within IT, then conducted pilot group testing, during which we encouraged interaction and feedback through phone calls and our Yammer social media groups. We then used that feedback to inform the communication needs externally and internally. Everything we’re doing is preparing for greater transparency and collaboration within and between departments.


IT CODE & Spirit of Excellence Award

Presenter

Presentation Notes

Our IT CODE and our IT Vision Statement are our guiding principles. These are things by which we make our decisions, and by which we want to be measured. The IT Spirit of Excellence Award is a Bi-monthly program to recognize IT staff who have demonstrated they are living the IT CODE in their daily responsibilities and interactions with others. The nominees for the September/October Doug will read the name of the nominees only


Partnerships • Enterprise-wide

– Business needs – Apps and solutions – Support mission

and transformation

• Talent/HR – Training needs – Recognition and

awards

• Marketing & Revenue

– Communications assistance

• Project Management – Organized,

efficient projects / timelines

• Finance – Budget planning


Presenter

Presentation Notes

This infographic is a snapshot for how we work together from before 2012 to the near future. The tools we have selected are helping us collaborate better and be more productive than ever before. We deployed Microsoft Office 365 as a package solution to best meet our needs. Aside from Microsoft being the industry standard, Office 365 offered a number of significant benefits: A much richer set of features, including collaboration tools, that will enhance overall productivity Greater ease of use for staff and volunteers A built-in social media platform that will be integrated with Yammer, offering a secure place for staff and volunteers to interact A SharePoint 2013 intranet platform, which allows for much greater collaboration and powerful search, what we call “find-ability.” Improved mobility options, giving users easier access to their emails while on the go Smoother interface for Mac users Greater synergies with Windows 7 We are working toward personal SkyDrives—secure online storage that allows access to files from any internet-capable device—for all staff. Also, we plan to enhance our Lync messenger client with videoconferencing and to expand our SharePoint intranet with specific team and project sites.


Access Data/Apps on the Go • Mobility Strategy

– BYOD – Enterprise App Store – Customized and in-

house apps • Application virtualization • Slow, but steady move toward cloud and

SaaS where appropriate

42% Increase in connected

BYOD devices in 6 months

Presenter

Presentation Notes

We’re also innovating how we access information across the enterprise. Our Mobility Strategy, including the Bring Your Own Device program, has been a smashing success. It has grown from 320 devices last year to more than 2,500 currently connected. This has saved the Society money, as well as offered employees’ round-the-clock access, putting Society information literally at their fingertips. We chose Teradata as our new data warehouse appliance. Now in an early release stage, this tool will eventually allow analysts across the enterprise access to optimized reports and data retrieval within seconds. This is crucial for marketing and income generation. Couple these efforts with a Business Objects upgrade and application virtualization, and very soon employees and volunteers will have faster, simpler access to the information they need no matter where they log into work. It’s all geared toward helping the Society finish its Mission.


Data Management Solutions • Enterprise Data Warehouse

Appliance – Daily data refresh

• Enterprise Business Intelligence Platform

– Faster, more advanced reporting with up-to-date data

– Mobile reporting


Transforming Customer Support • Increase

frequency of and areas of measurement

• Survey • Prioritize pain

points • Be open to

feedback and changes

• Develop action plans to fix issues / correct course

89

90

91

92

93

94

95

96

97

98

99

10/18/2012 1/26/2013 5/6/2013 8/14/2013 11/22/2013 3/2/2014 6/10/2014 9/18/2014

Perc

ent C

usto

mer

Sat

isfa

ctio

n

Year

% Customer Satisfaction 2012 to Present

Presenter

Presentation Notes

Good Customer Satisfaction is one of the most important indicators of how IT is performing. This metric ties to first level resolution, IT accessibility, overall time to resolve, as well as many other KPIs. Due to focused communication efforts, nationwide surveying, and our other efforts to reach across the aisle, we are seeing marked improvements in all areas of customer satisfaction.


Running the Numbers

150%

9,000

12% 10% Increase in customer service

Increase in first-contact resolutions

email accounts in 2 months

$6 m in telecom savings each year

Increase in sites with enterprise Wi-Fi

800+ servers

Migrated

1/3 reducing legacy systems/apps by

200+ Migrated/sunset

legacy apps

500+ databases

Report Card



• Lotus Notes mail servers reduced from 139 to 12

• Domain controllers reduced from 147 to 53 • Migration and sunset of >200 Enterprise

apps • Consolidation of 7 GLs to 1

• 150% increase in sites with Enterprise Wi-Fi capabilities

• 50% increase in standard Avaya VOIP sites • 4,800 new computers issued during 2012

• Cost reductions realized for hardware and/or software maintenance

• Records Management Program (12 months of email)

• Streamlined project portfolio to align with the business needs

• Our BYOD program (tablets and smartphones) increased from 319 to 3,500+

• Monitoring 12,000+ endpoints • 99.5% of all computers have latest McAfee • 99.5% of all computers have latest

Encryption

• Identity and Access Management • Active Directory cleanup, using

FIM/tools we already owned

• Office 365 Migration • 9,000 email accounts in mere months • Industry-standard email and apps

• New Intranet – SharePoint for collaboration, communication

• Latest BusinessObjects upgrade

• Digital Asset Management • Application virtualization • Integrated Yammer into SharePoint

• MS Lync meetings • SharePoint 2013 – team sites, project sites • Reduced data latency for critical reports

from weekly to nightly

• Internal firewalls • Endpoint & email DLP • Upgraded to Cisco VPN & site to site

• Active Directory domain consolidation

• Server/router/network consolidation

• Uniform patch management process

• OneDrive for Business – document access anywhere

• Mobile reporting • Visual dashboards • Alert notifications • Better search/navigation

• Quarterly compliance and certification of system access

• Network authentication

End (States)


Our Outlook LESSONS LEARNED

• Collaborate or die • Quick Wins Strategy – What can you do in

30–60– 90 days • Build credibility through transparency and

frequent communications • Always understand the culture of the

organization and change appetite • Live to fight another day! • Learn from your peers – internal and

external • Change people or change people • Trust your gut • Don’t reinvent the wheel! “R&D”


01020304050607080

20122013

2014Beyond 2014

IT Spend Focus Areas Stabilize Improve Transform

Reduced spend on ‘keep the lights on’ activities adds to the bottom line and means more funding for new technology

solutions and process improvements.


Presenter

Presentation Notes

Does Information Technology ever truly get the one true happily ever after? Not really. Technologies, people and process improvements are constantly evolving. It’s part of bettering our organizations and ourselves. However, each project, initiative or journey does have an end state. And you better plan and work toward those end states. Happily ever after may be a fable, but satisfying endings for projects and process improvements can be realized. And we’ve discussed some of the ingredients for successful IT journey. �Thank you. I’ll take any questions you have now. >>