transform ’ programme , Montoya created around six different sub-programs . He explains : “ One was around governance , one was around project management and the third was around quality . People tend to confuse IT quality with testing , but it goes far beyond that . We had to change the mentality to understand that quality affects everything that you do , in IT it is important to document everything that you do and make sure that it is repeatable . There is a saying in IT : ‘ we need to move from implementation to deployment ’ as implementation is what you do the first time and deployment comes next , a copy and paste . That was a concept we wanted to bring in . I don ’ t want to be in the business of implementing every single time .” Cognizant has been working with Kering on this part of the transformation . “ One of Cognizant ’ s main strengths is quality and it helped me create a quality management system ( QMS ) and assisted with change management in the teams . The Cognizant team saw and understood my vision , helping me to make it a reality today .”
Team communication
Another program is communications , specifically how Kering communicates internally , to avoid the problem of applications teams not talking to network teams , for example . Several communications workshops were offered to the entire Americas IT organization addressing specific needs , with the help of specialist agency Katen Consulting , to encourage
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