Heineken is a company with more than,
150 year history with a strong culture.
And we wanted to bring something new.
So to make sure that
the transformation was a seamless
for the organization itself,
but also for us that we were running,
we need to blend these two worlds.
(upbeat music)
My name is Luca Cutolo,
currently I'm the GIS director
for global technology in a supply chain,
and I joined Heineken in July, 2018
as a GIS transformation director.
My job at the time was really to manage, design
and lead the transformation process for GIS.
-: My name is Ing Yan Ong,
I'm the senior director for global information services,
we actually started the agile transformation within GIS
a couple of years ago
when we recognized that
we were increasingly dealing within
a project portfolio that was expanding,
technology was becoming much more relevant in Heineken,
and actually we're doing quite good
at dealing with that expanding portfolio.
At the same time we realized is that the requirements
and the speed of change was also tremendously increasing.
(upbeat music)
We started almost two years ago,
where we very openly said to the entire department,
we were moving to this agile ways of working.
And what we said is,
let's first give people the chance to learn
and experience themselves what it means.
So we established two product teams,
we have more than eight experiments
for people to actually learn
and apply scrum and agile ways of working,
actually before we transformed
into this agile organization.
(upbeat music)
We had quite a traditional setup also in our office
where many people had their own desks,
we have our own offices,
and we said is,
we're going to move really to a open office,
no fixed workplaces.
You actually work with the people
that you have to work with on that day.
So it became a very much more collaborative environment
that actually catered for new ways of working.
Obviously in a transformation like this,
there's quite some challenges.
I would say the first one is around the people.
Making sure that we deliver upon the services
and projects that we were committed to
at the same time acquaint them
for new ways of working.
Second challenge that we had, is because we started in GIS,
so in the IT department, finance, HR,
and several other processes
that we were quite dependent on had not changed.
So we had to cope with new ways of working within IT.
That was not just supported from other supporting functions
like HR, finance and legal.
-: To be successful in this transformation,
we need to get the supplier on board.
And the only way possible that we foresee at that time
was to get them on board from day one.
So we create quite a lot of session
and workshop with our supplier.
So the combination of these
open communication between us
and the supplier, made eventually better contract,
a better way to measure the supplier
that today has been implementing in the entire organization.
We are a large company,
so we have to collaborate with
what is called the work council.
The work council is an internal governance body
that is looking after the employee interest
during the period of change.
So, to get them on board from day one,
we decided to apply agile principle
also with the way that we were collaborating with them.
When it was the time to implement the real transformation,
they were not surprised.
-: The agile transformation
has really helped GIS as a function
both within and outside of Heineken.
We see within Heineken,
because we started this agile transformation from GIS,
other functions as well as OpCos are not coming to us
to learn from us but also to reuse
a lot of the materials we have.
And that's changing the perception of GIS as a function.
Outside of a Heineken, what we see is that
the agile transformation but everything else
we're doing around digital, technology and innovation
is really helping increase the attractiveness,
I would say, of GIS as a great place to work.