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