The assessment of 2020 is also my personal assessment because I took up the function of Director in late 2019. As a result, my analysis of this year is based on my three main guidelines: delivering, putting human capital at the heart of the digital transformation scheme and lastly paying specific attention to the quality of work life among my colleagues. Firstly, my entire division was able to deliver results beyond its objectives: starting with a significant portfolio of projects, we were able to absorb the shock of the health crisis and meet the new needs expressed without actually having a considerable impact on budgetary and human resources. Secondly, the human capital of an organisation is, for me, the essential requirement for any success of a global digital transformation plan. For each project, we achieve this objective thanks to an approach focused on the needs and uses of the stakeholders. Lastly, in terms of work life quality, in a very particular context that forced colleagues into adopting remote working methods, I focused special attention on their equipment. Optimisation of the organisational structure, which was worked on in 2020 to prepare for the next plan, also made it possible to offer development opportunities to colleagues wishing for fulfilment in new missions and renewed challenges!

Over 5 years, the change in our division has been fundamental: we have switched from an information services division to a digital transformation department, combining information systems and digital transformation. In our working methods, we have moved from a conventional but limited operational model to a service centre model encouraging joint creation of value. All this has been accomplished by means of a scheme that delivers genuine moderate added value to the stakeholders with regard to the school’s strategic objectives. In concrete terms, this has resulted in the implementation of a catalogue of standard services, whilst offering the possibility of customised services. Several illustrations come to mind: assistance with experimentation in digital learning tools or in-house consultancy on core competence technological solutions for teaching programmes, as was the case with the MSc in Data Management for Finance and FinTech solutions. It has been a great leap forward, in terms of replying to demands, whether from teaching or support functions.