5 questions to...
Francesca Meriggi
Interview with the Group Chief Information Officer of Engineering.
Francesca Meriggi has been the Group Chief Information Officer of Engineering since 2023. In this role, she is responsible for evolving the experience of Engineering's employees and stakeholders, developing the new technological platforms adopted by the company to simplify processes, and strengthening data governance solutions to accelerate the organizational changes that Engineering is undertaking.
She holds a degree in Mathematics and Statistics from the University of Milano-Bicocca and a master’s in Quantitative Finance from the Politecnico di Milano. Francesca has worked for several years at Unicredit, where she held the position of Chief Digital & Information Officer Group Functions and was a member of the Board of Directors of Unicredit Factoring.
1. HOW DO YOU ALIGN THE IT STRATEGY WITH THE BUSINESS OBJECTIVES OF THE ENGINEERING GROUP?
We aim to make the company lean and efficient by optimizing internal processes and leveraging data for data-driven decisions. Our strategy is based on three pillars: the introduction of practical and user-friendly solutions, the digitization and simplification of processes, and transparency and data sharing.
Regarding the first point, we prioritize practical, intuitive, and easy-to-use solutions, whether they are internal tools for colleagues or applications for clients. Usability is essential for us. The new solutions we are adopting are designed and selected with the end-users in mind to ensure adoption and maximize the impact of digital initiatives.
Regarding digitization, the adoption of digital technologies spans all aspects of the organization. We use digital tools and automate processes to improve efficiency, reduce manual efforts, and enhance overall performance. At the same time, simplifying complex processes is essential for successful digital transformation. For this reason, we review internal procedures and processes to identify pain points, eliminate unnecessary steps, and simplify workflows. This increases agility, reduces operational friction, and creates a more responsive environment.
Finally, as mentioned, transparency and data sharing: the new solutions are designed to enable stakeholders to easily and quickly monitor the business. Data access must be facilitated and up-to-date, allowing Engineering's management to make data-driven decisions. This approach supports more informed management and greater agility in the business environment.
2. WHAT ARE THE MAIN DIGITAL TRANSFORMATION INITIATIVES YOU ARE LEADING? HOW DO YOU EVALUATE THEIR IMPACT ON THE EFFICIENCY AND AGILITY OF ENGINEERING'S ORGANIZATION?
We are reviewing the entire architecture of our internal and support systems. Among the most advanced initiatives, in terms of delivery, that are already bringing benefits to the organization and colleagues’ operations, I would mention the adoption of Adobe as a CMS and DAM, the migration of SAP to the cloud using SAP Rise and AWS technologies, the rollout of a new CRM (Salesforce), which provides a 360-degree view of the customer and redefines the relationship with clients. The CRM is already in use in all countries, and we are now expanding the covered processes to include quoting, offer definition, and contract management. I would also mention the rollout of a new HCM, Workday, for which we hold the presidency of the Italian User Group. This system enables uniform and consistent processes across legal entities and countries, creating a simplified and unified UX for all our employees while standardizing and automating the work of HR colleagues. Last but not least, the rollout of a new reporting system (based on Azure stack), which allows us to monitor business performance and perform detailed analysis on specific phenomena.
3. WHAT TECHNOLOGY TRENDS DO YOU THINK WILL HAVE THE GREATEST IMPACT ON THE MARKET OVER THE NEXT 5 YEARS? HOW DO YOU THINK THE COMPANY SHOULD EVOLVE TO REMAIN COMPETITIVE?
In general, the world of technology evolves very quickly, and it is difficult to predict what will happen in the coming years. As things stand, there are some technologies that I see as more promising in the near future, but new ones may emerge that I cannot even imagine yet. I would certainly start with AI and GenAI, which I believe will continue to transform the way applications are developed and maintained. The performance and reliability of models will continue to grow, and new applications and use cases will constantly emerge.
The migration to the cloud will continue, but we will also see growth in edge computing (and mobile edge computing on 5G networks), which will allow processing data closer to the source, reducing latency and improving performance.
Quantum computing will emerge, offering unprecedented computing power that could solve complex problems much faster than traditional computers.
IoT will continue to expand, with increasingly connected devices requiring advanced management and maintenance solutions, and the use of multifunctional robots will change our approach to heavy and manual labor, allowing us to increase human capabilities and reshape the layout of our factories, overcoming diversity barriers.
In this context, to remain competitive, the company must make the most of individual technologies and offer our customers simple and effective end-to-end (E2E) solutions capable of solving complex and long-term business problems. It is essential to shield technological complexity and optimally combine all available elements to simplify the lives of our customers, providing them with quick and intuitive solutions that foster the growth of their business and operations. At the same time, we must continue to focus on cybersecurity to ensure the creation of resilient products that can withstand external attacks. Some evolutions of quantum computing, for example, may challenge traditional encryption systems; therefore, we must always stay one step ahead, ensuring "security by design" in everything we do.
4. HOW DO ARTIFICIAL INTELLIGENCE AND MACHINE LEARNING INTEGRATE INTO THE BUSINESS PROCESSES OF THE ENGINEERING GROUP?
The core business of the Group is the development of platforms and software solutions, both based on open-source environments and on customizations of existing solutions. The biggest disruption for us will come from how AI and GenAI change the way our development teams work and the entire software development lifecycle (SDLC). This is still in its early stages, with few benchmarks on the market. However, we are conducting internal pilots and POCs to understand how to best leverage this technology, improving productivity while ensuring high-quality and secure code delivery.
At the same time, we are exploring various use cases to optimize the processes and activities of our internal staff functions, automating some tasks and accelerating value creation in others. We have an interesting and challenging pipeline of ideas that we are prioritizing and progressively activating pilots and projects, but some use cases are already active and yielding results. These include marketing, HR learning, and workforce management.
Specifically, the Marketing team uses generative AI tools to support the creation of images, videos, manage social listening, and ensure brand consistency. Similarly, the HR team can develop personalized and interactive training materials, improving engagement and the effectiveness of learning programs.
From a workforce management perspective, we are using solutions for the automatic matching of internal resources to various projects, ensuring optimal use of all resources within the company. This system analyzes the skills, experiences, and availability of internal resources to assign them to the most suitable projects, optimizing operational efficiency. Additionally, we use an AI-based tool for scouting external consultants and evaluating CVs submitted by our technology partners, ensuring that the company always has the skills necessary to tackle any project.
5. IN A GLOBAL EXPANSION CONTEXT, WHAT ARE THE NEXT CHALLENGES?
In a global expansion context, the next challenges for a company like ours, made up of numerous entities in different parts of the world, are multiple and complex. We must define processes, procedures, and solutions that are effective cross-country, while also ensuring the efficiency and productivity of our colleagues, respecting the peculiarities and local legislation of each country we operate in. This is particularly challenging considering our presence in Brazil, North America, Europe, and India.
One of the main challenges is the harmonization of business practices. Each region has its own regulations, cultures, and operating practices, and we need to find a balance between standardization and local adaptation. This requires a deep understanding of each market's specific needs and the ability to implement flexible solutions that can be adapted without compromising operational efficiency.
Moreover, to remain competitive in a global market, it is essential to continue diversifying our delivery. This means strengthening our competence centers in nearshore areas like Serbia, Albania, Romania, and Poland, where we can benefit from lower operational costs and a highly skilled workforce. This strategy allows us to offer competitive solutions and a wide range of skills to our clients, while maintaining the flexibility needed to adapt quickly to constantly changing market dynamics. The geographic diversification of our delivery not only helps mitigate risks but also enables us to seize growth opportunities in various parts of the world.
We aim to make the company lean and efficient by optimizing internal processes and leveraging data for data-driven decision-making.
Francesca Meriggi
Group Chief Information Officer, Engineering
