FASHION
– clearly – are the key to Kering ’ s revenue , so it was important that there was nothing , from a technology perspective , standing in the way of each brand serving its customers .
In just two short years , Montoya ’ s plans have begun to have an impact on the brands . Big improvements are apparent in all of his key program areas – there is a tangible cultural shift and perception about Kering IT Americas . Our customer experience metric rating stands above 80 %. Increased transparency and collaboration in the relationship with its customers and a more fluid communication , both formal and informal . New skills have been hired ; filling in important needs to deliver IT services to customers . And new partners have been integrated helping to consolidate and decrease the number of providers , reducing cost and increasing skill levels . A project management methodology was deployed , with the help of Accenture and Cognizant who offered guidance and supported the deployment of a new agile Project Management Office ( PMO ). Other changes that Kering ’ s IT team has implemented include fortnightly status reports to help address many of the communication issues , alongside meetings with the brands on a recurring basis . Quarterly review meetings have been established to validate and clarify on IT service volumes and the alignment with recharges , increasing trust on IT cost passed on to the brands . The focus on quality is , obviously , ongoing . Montoya concludes : “ Quality is a never ending program , but much of the work on making people understand what quality in IT actually is has been achieved . We have a strong foundation . That is part of this big transformation that we as a team have been working very hard to reach .” www . kering . com 45