How to drastically flip the IT strategy and blend into the future

Development of a future-proof IT strategy to withstand any upcoming trends and innovations
Peter De Clerck

The collaboration with Möbius was smooth and handled with low threshold. We were able to get a full overview of our needs to build a suitable ICT platform tailored to PIVO. As a result, we achieved a digital, customer centred experience to exchange information as well as e-learning possibilities.

Jos De Boeck, General Manager

A new chapter for PIVO

PIVO is a regional institute for learning and development in Belgium (website). Its mission is welfare and quality of life for all citizens, with a strong emphasis on safety and innovation. Lately, they’ve been unable to keep up with digital innovations, new learning methods, higher customer expectations and more stringent regulatory demands.

Requirements that were already known for the past. The notion became even stronger since they were particularly set on implementing blended learning methods across their schools.

Unfortunately, their IT-architecture was not up to the task. PIVO’s long-term IT strategy failed to engrain their core activities in order to give answer to these new market developments. Over time it led to a fragmentation of uncontrollable applications not suitable for course administration as well as inefficiency in their day-to-day operations.

They decided to flip the script with the help of Möbius. Discover how we, together with PIVO and the ICT department, developed a future-proof IT strategy to withstand any upcoming trends and innovations.

Step-change improvements

We started setting clear goals: creating a long-term vision across PIVO-schools and designing a strategy capable of achieving step-change improvements. Our delivery was structured around four key pillars:

  1. Know your customer 

    Understanding the different customers, whether it’s a lecturer, student or external organization, was a crucial step in the very beginning of the project. First, we wrote specific persona’s, mapped out the different customer journeys and used NPS scoring. This gave us enough information to map out critical touchpoints and develop a better understanding of the service PIVO should provide.

  2. Attention to details

    Understanding the whole system, requires knowledge of every little detail. So, we used macro process mapping as a basis to build a holistic view of the ‘operational machine’ of the PIVO learning centre. This led us to pinpoint the impact of the current operations on the organizational structure. Additionally, it enabled us to capture the impact of these processes on the existing application architecture as well as the requirements needed to create a new learning and development system.

  3. Get everybody involved

    Having early project acknowledgement and acceptance is always highly appreciated. Co-creation was a major focal point throughout the whole project. We organized information sessions and company-wide workshops to build consensus on the future IT strategy.

  4. Research

    We wanted PIVO to have the right tools to ease into their new organizational structure. Extensive market research and exploration revealed a list of different software providers, tools and applications. It led to a shortlist of essential criteria enabling us to evaluate which of these would fit the organizational ambitions.

Finally, output from all these previous tracks were put together to build various future scenarios for PIVO. We set up an organization-wide workshop, using gamification as a lever. It enabled us to visualize common goals, build consensus bottom-up, choose the right scenario and identify the critical success factors to execute the transformation.


The project turned in some good results:

  • PIVO has a clear sense of business direction and organization-wide understanding on how to reach common goals as well as the impact they have on current processes and structures.
  • A thorough IT strategy plan supporting those business goals as well as providing PIVO with a high-level understanding of the necessary requirements for the future learning and development tooling.
  • PIVO can focus on continuous improvement with an early-on mindset change to embrace the small day-to-day improvements and breakthroughs across the different entities.

Forever a student

Any organizational culture that continuously strives for perfection, can reinvent itself and is capable of embracing change. With the help of Möbius, PIVO will now be able to handle the effects of technology, even with significant impact on its established structures.

Transformation led by technology is best seen as a continuous process and not necessarily a one-off. That’s why complex organizational change requires constant attention. Today’s technology might not be tomorrow’s. Reaching clarity in vision and direction, simplicity in strategy and determinism in execution are key features in facilitating that process.

Is your organization ready to face the future?

Thanks for reading

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