Marilyne AUTRET
Digital Factory Project Manager
To assist with the transformation of digital practices at Audencia, the Digital Transformation and Information Systems Department works to support the various departments. A number of major products punctuate our activity, all of which are customer-focused, meaning they are aimed at ensuring the satisfaction of our students and employees.
Marie-Odile LHOMME
Director of the Digital Transformation
and Information Systems Department
70
the number of projects supported by the DTSI in 2023
How would you assess 2023?
During 2023, in a turbulent context, the DTIS continued to make progress on the service/customer maturity curve, confirming an upward trend: today, it is a DTIS that is proactive, meaning it creates value and supports the school’s driving forces by anticipating needs and uses. In concrete terms, this resulted in the deployment of the Paris / So Pop campus during summer 2023 (from June to August) as well as the end of the Marketplace project on the application side (Akénéo & Salesforce). Last year also witnessed completion of industrialization of the Digital Factory (Design & Development, Application Support and Data Factory) as well as a major step forward in operational and financial management of the DTIS project portfolio with the deployment of AirSaaS.
What are the CSR commitments that guide your actions?
Aligned with Audencia’s low carbon strategy, we are continuing to implement the actions set out in the digital sobriety plan initiated in 2022. Our aim is to continue to instill new practices in-house in order to change mentalities and thinking in the short, medium and long term. As regards the mobile phone pool, we are systematically not renewing our terminals, reusing terminals returned when staff leave or move on, recycling terminals and reviewing our operator contract to optimize its financial as well as low carbon viability. All our new IT contracts also include a CSR clause; in existing contracts, if such a clause does not exist, we insert it when renewing them. In 2023, we also produced the infrastructure, IT network, telecommunications and audiovisual specifications for the new Paris campus, with an entire chapter dedicated to deployment criteria for a sustainable campus.
What are your objectives for 2024?
For 2024, the year promises to be marked by many structural projects. Among our main contributions will be the development of the new Paris campus but also, for cybersecurity, changes to the managed service contract for the outsourced Security Operation Center. As part of the ECOS strategic plan, we will be working to deploy artificial intelligence in our application solutions. We will organize dedicated events to help all our in-house audiences to adapt to artificial intelligence in exercising their professions and activities. Having delivered many application projects over the past 4 years (BUILD), we are launching a RUN plan whose aim is to optimize the operational maintenance of applications. Furthermore, we are broadening the scope of intervention of the Digital Workplace to include two critical applications in the support model that has already proved its worth for collaborative tools, namely Salesforce and Aurion. Finally, on a broader scope, our aim is to contribute to the operational productivity of all departments by optimizing their use of digital solutions.
What is the one word that defines the strategic direction of your actions between now and the end of the ECOS 2025 strategic plan?
I would say “Viability” through systematizing alignment of the information system architecture with the business architecture in order to increase operational excellence. To achieve this, we are working in several ways: greater agility concerning the various units which become real players in the reduction of DTIS costs through their delegated budgets, digitization of business processes, end-to-end support for purchasing from the Financial Department’s purchasing department, or also the single point of entry for support services via the assistance portal (a tool for managing service requests and incidents), which is shared by the DTIS and General Services.
The DTIS knows how to identify and develop talent!
“As part of my missions, I assist with the implementation of digital projects for the school’s different divisions. I arrived at Audencia during 2022, and 2023 was a very rich year for me, as it initially enabled me to cover more projects for the different divisions. In addition to my usual contacts, who are the support teams at the Finance & Operations Division or the Human Resources Division, I was able to work with the Student Life Department or the Alumni Department. Last year, I also answered our division’s call for a replacement for a Project Management Officer (PMO) on maternity leave. From June to December, I therefore acted as PMO for 2023 budget monitoring and co-construction of the 2024 budget. I learned a lot from this experience. It allowed me to obtain a cross-disciplinary vision and get a better grasp of the stakes. In the end, the results of this busy period were positive, as I was able to carry out both activities in parallel, without blocking the progress of essential projects, and I was well received by all those working on the budget. I would like to thank Marie-Odile and Thomas (Kerbiriou) for the trust they placed in me for this temporary mission. I would like to congratulate them both on their ability to spot talent and let it express itself! Today, the framework offered to us within the DTIS allows us to organize ourselves individually, to develop professionally and to seek versatility to serve an organization that is more flexible and more responsive to change.”
