Closing Keynote "100 Years of Innovation at ACS: Finishing the Fight for the Last Century of Cancer"

1. 100 Years of Innovation at ACS:
Finishing the Fight for the Last Century of Cancer
Jay Ferro, Chief Information Officer
December 12, 2013
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2. Who am I?
• Chief Information Officer, American Cancer
Society
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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
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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
• AB & MBA, University of Georgia
• 3 sons: Trey (15), Connor (13) and Alex (10)
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3. More Importantly
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4. 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 non-governmental
funder of cancer research, having
spent more than $3.6 billion on
cancer research since 1946, we’ve
played a role in nearly every cancer
breakthrough in recent history.

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6. Society Engagement Platforms

7. 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
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9. Guiding Principles & Outcomes
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Simplified
Standardized
Secure
Efficient
Effective
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Customer-driven
Enabling the Mission
Aligned
Capable
Transparent
Innovative
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10. 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:
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Accidental and de-centralized development resulted
in ~600 applications that did meet business needs
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The resulting architecture is disjointed and costly to
maintain
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Low penetration into Social & Mobile space
Data & Information Architecture:
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Data distributed across the enterprise in over ~1500
silo’ed databases.
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The amount of data relatively small, though the
diversity & distribution is immense and creates
numerous issues including inaccurate reporting, &
misleading results.
Infrastructure Architecture:
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~2000 servers across 3 primary data centers &
several hundred secondary locations
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Single point of failures: matrix of aging to end-of-life
equipment with limited DR/BC
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11. Assessment Results
The key findings from discussions across the enterprise were synthesized into the seven (7) Signature IT Strategies. These
strategies will guide the IT team as they establish a solid foundation that can support ambitious business goals
Key Findings
Multiple platforms, tools, applications and processes that are not integrated in a
cohesive and structured way are in use for events, research, divisions, data,
individual departments, etc. and require support across the enterprise
Key tools such as CRM (Siebel), Email (Notes), Convio (CEM) have been heavily
customized while still not supporting the broad needs of ACS and encumbering the
ability of IT to effectively maintain them; subsequently the enterprise has lost faith
in those systems ability to perform
Signature IT Strategy
Rationalize Applications
Modernize & Integrate
Enterprise Applications
Employees, volunteers and participants cannot access needed applications from
smart phones, or other mobile devices such as tablets in a platform and device
agnostic manner. ACS has not broadly adopted other emerging technologies or
strategies such as Cloud, SaaS, IaaS, SoLoMo, or Big Data. ACS needs a unified
robust Enterprise Architecture
Exploit Enabling Technologies
Data is spread across the enterprise in silos that can’t easily be combined, and is
manipulated and transformed multiple ways for consumption, reporting, and
analytics
Unlock Enterprise Data
ACS is directly managing a number of non-core, commodity areas such as data
centers. Numerous locations require an inordinate amount of resources for
management and support, and once consolidated they could be sourced and be
better managed at lower costs
Consolidate, Refresh &
Standardize Infrastructure
Limited process definition, PMO capabilities, and governance result in ineffective
solutions, poor delivery of projects, poor compliance and eroded trust of IT.
Unclear engagement model creates confusion and frustration
ACS needs a customer and product centric competency in IT that is flexible,
nimble, and enabling
Define & Measure Repeatable IT
Processes
Provide a Product & Customer
Focused IT Capability
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12. Technology Roadmap
Stabilize
Improve
Transform
2014
2015
People
2013
2016
Change Management Program - Recruiting, Training, Performance Management & Communications
Process
2012
PMO & Balanced Scorecard
Realign Organization
Streamlined suppliers
Skills analysis Talent Strategy &Training
ITIL Based Processes & Agile (SDLC)
IT Risk Management
Arch.
BI, Analytics & Reporting Architecture
Data Management Platform
Service Oriented / Integration Architecture
Apps.
Identity & Access Management
Common Services / Enterprise Service Bus Deployment
Mobility Strategy & Applications
Application Upgrades
Application Rationalization
Infrastructure
Technology
Intranet & Internet Platform
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Virtualize ACS Environment
Application Replacements
Consolidate Data Centers
Harden, Right-sized Network
Email Collaboration Platform
Unified Communication & SIP
Tactical & Strategic Disaster Recovery
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13. Communicating Innovation
• General Communications
– Monthly ‘Society Talk’
Town Halls
– Cross-functional meetings
– Executive Updates
– Bimonthly IT ‘All-Hands’
Meetings
– Monthly CIO Updates
– Open Door emails
– Monthly Newsletters
• Test within IT
• Pilot group test
• Yammer/social feedback
– Use feedback to inform
general communications
& training plans
• Project Communications
– Office 365, Outlook, Lync,
SharePoint intranet, other
projects
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15. 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
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March 2013
310 Quick Wins launched
128 Completed
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Integrated Quick Wins into
Enterprise demand
management
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16. IT Spirit of Excellence Award (IT SOE)
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17. 2013 IT Scorecard – Improve & Transform
Tenet
Early Wins
Long-term Achievements
Simplified
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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
• Identity and Access Management
• Active Directory cleanup, using FIM/tools
we already owned
Standardized
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150% increase in sites with Enterprise Wi-Fi
capabilities
50% increase in standard Avaya VOIP sites
4,800 new computers issued during 2012
• Office 365 Migration
• 9,000 email accounts in mere months
• Industry-standard email and tools
• New Intranet
• SharePoint for collaboration,
communication
Secure
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Monitoring 12,000+ end-points
99.5% of all computers have latest McAfee
99.5% of all computers have latest Encryption
• Internal firewalls
• Endpoint & email DLP
Efficient
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Streamlined project portfolio to align with the
business needs
Our BYOD program (tablets and smartphones)
increased from 319 to 3,500+
• MS Lync meetings
• SharePoint 2013 – team sites, project sites
Cost reductions realized for hardware and/or
software maintenance
Records Management Program (6 mo. e-mail)
• Digital Asset Management
• Application virtualization
• Integrated Yammer into SharePoint
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Effective
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Business
Impact
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Reduced IT
footprint,
adding to the
bottom line
Reduced Data
Loss
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Standardized
infrastructure
from office to
office
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19. Innovation With Information
• Mobility Strategy
– BYOD
– Customized and in-house
apps – Enterprise App Store
• Teradata Data Warehouse Appliance
• Business Objects upgrade
• Application virtualization
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20. Future Improvements
Tenet
Future Wins
Simplified
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Active Directory domain consolidation
Standardized
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Uniform patch management process
Secure
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Upgraded VPN & site to site
Quarterly compliance and certification of all system access
Network authentication
Efficient
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Reduced data latency for critical reports from weekly/monthly to nightly
Mobile reporting
Effective
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Enterprise SkyDrive Pro for document access anywhere
Business
Impact
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Reduced IT
footprint,
adding to the
bottom line
Reduced Data
Loss
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Standardized
infrastructure
from office to
office
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21. Transformation in Customer Service
% of Customer Satisfaction – 2012 vs. 2013
2012
100.00%
95.95%
93.65%
95.00%
90.00%
90.97%
94.06%
92.70%
93.23%
92.50%
93.71%
94.47%
2013
96.29%
97.87%
95.54%
95.25%
94.90%
91.21%
90.97%
88.29%
87.95%
88.84%
Aug
Sept
89.92%
89.11%
84.45%
85.00%
80.00%
75.00%
Jan
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Feb
March
April
May
June
July
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Nov
Dec
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22. Our Outlook
LESSONS LEARNED
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Quick Wins Strategy – What can you do
in 30 - 60 – 90 days
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Build credibility through transparency
and frequent communications
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Always understand the culture of the
organization and change appetite
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Live to fight another day!
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Never eat lunch alone
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Learn from your peers – internal and
external
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Surprises will happen! Accept it.
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Change people or change people
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Trust your gut
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Don’t reinvent the wheel! “R&D”
2012
Improve
Transform
Stabilize
2013
Stabilize
Improve
Transform
2014
Improve
Stabilize
Transform
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23. ©2013 American Cancer Society, Inc. No.0059.55
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