The case presents that Vince Patton, the executive VP (IT department) of RR communications has been with the organization for a long time. It then shows the back story of IT circumstances it has been facing in past and to date. The first problem of RR communications was it did not have one central IT system; each division had their own system, databases and customer service center. Each division had full power to develop and implement new projects and make decisions without involving any other division members as well as the company head. Due to this decentralized system; RR communications was facing problems such as customers reporting having multiple receipts and would prefer one receipt for their all transactions. Having separate …show more content…
Company has four key line of business – Internet, mobile, landline, and cable TV service. Each one line of business had own individual divisional CIO with no central leadership. Each division CIO had their own system and functioned based on how it affects its department only. Thus, providing no coordination between other divisions and unable to ensure that the decision made in one division might affects negatively to rest of the division or organization as a whole. The new VP suggested to divisional CIOs to unify the systems and management which was a no go from the leaders. DIOs were so imbedded with individualism that the unified system and management seemed to them loosing the power and control which led for rejection. To implement a centralized system which delivers new products/services, company’s value and fast customer service Vince was forced to fire four CIOs who thought the centralized system will not work and tried to sabotage the implementation process.
Below is brief answer provided for discussion questions:
1. List the advantages of a single customer service center for RR Communications.
With the single customer service center RR communication can eliminate the duplication of receipts, multiple receipts, avoid or minimize the redundancy, expedite the process for credit approval or collection and deliver value for reduced costs. It will also help RR communication in reduction of complexity, simplify the process, provide quality
My topic is on the Chief Executive Officer of State Farm Insurance, Edward B. Rust Jr.
Like many of its most profitable competitors, Alcan has grown quickly through insightful series of mergers, acquisitions and rapid product development and launch strategies throughout the major markets it sells into. The company has settled on a highly decentralized divisional business model that has to the point of the case study served them well. Their IT systems are showing signs of massive overduplication of expense, with a $500M level of spending on enterprise applications with SAP being the majority. There are further signs of massive waste in their highly diversified organizational structure. There are 400 systems in the company all dedicated to pricing, a massive duplication of costs, time and effort on the part of IT across the five divisions. There are also over 1,000 concurrent enterprise-class IT systems being used throughout the company at any point in time. Conservatively speaking the company is spending 20% of their total enterprise software spend on maintenance costs alone. This is forcing the CIO, Robert Ouelette, to re-evaluate both the organizational structure and IT systems supporting it. The goals of this analysis are to evaluate the advantages and disadvantages of the existing application or IT management structure. An analysis of the proposal by Robert Ouelette is also provided along with an assessment of it potential effectiveness in solving the challenges is facing today.
Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all
Ubisoft has different production, marketing, administrative and Internet teams in different countries. As each department uses different IT systems, managers have an initial problem of whether the IT centres should be centralised or decentralised. Centralisation has its advantages as it offers a rapid system response, it can save money through avoidance of duplicated activities and offers better security. Its disadvantages include if the central unit fails then the entire system will collapse and they might lose touch with the goals of major IT departments.
National Computer Operations (NCO) was an internal, monopolizing computer support entity that was faced with a challenge which was presented by the new banks chainman. The change, which was to take effect in 2 years, was that NCO could now market externally and all the internal departments could buy computer services from outside firms (Spector, 2013, p. 73). How was the company leader, Gar Finnvold, going to overcome these changes? The following essay will discuss a step by step diagnosis for the organization, as well as, who and what tools will be utilized. Additionally, the essay will describe who and what tools will be utilized.
Read the following case description of an IT crisis and answer the questions posed at the end of the description.
The role played by the IT in the company to the rest of the organization is reactive to business conditions rather than a proactive approach. IT has been busy establishing several IT processes, policies, and projects in order to catch up with current demand from customers, and has been relying on the “diving catch” approach of finishing things at the very last minute.
Richter’s CIO is facing two major decisions – is the current IT structure appropriate to meet the growing demands of the overall organization and to what extent should IT at affiliates be centrally controlled.
The USAA gradually emerged as a leader in the use of IT in the insurance industry because of the vision provided by its leaders, who deployed and upgraded appropriate IT systems for meeting the specific requirements of its members. McDermott upon his arrival decided the company wasn’t functioning to its potential with the high staff turnover as well as the paperwork which was impeding the employees to have the good information when needed.
Before the nineties the Coca-Cola company was having a centralize system of control, but after sometime they realized that if they had to meet the demands of the customers they should adopt a decentralized system in which the authority of decision making is distributed between different managers so that every sector can be managed effectively. This system was implemented in the nineties by the company’s board of directors. Now the organization is having two groups who are responsible for operating:
Additionally, the information regarding CIOS changing with some measure of ordinariness exhibits that a feasible CIO has not been put set up, it has all the earmarks of being as they are all things considered exorbitantly particular and not able to see the timberland through the tress the degree that taking apart with the business. Though the structure themself is a limitation of IT, the way that persons who are both IT and commercial cunning have not remained put into executive positions is a decreasing level of the business adjacent of association. CITATION Luc13 \l 1033 (Lucasdebartolo, 2013)Recommended plan for Savvy Store program
In this paper, the author will introduce a failure case of K-Mart 's IT modernization system project. In 2001, K-mart took $1.4 billion dollars into this project with the purpose of competing with its rival Walmart. The dream is beautiful, but the real work is cruel. After 18 months, the project was failed because of lacking of cash. What happened in the detailed for this project? $1.4 billion dollar is huge numbers, why it was still not enough to pay and distribute for this project? How did its project manager do in this project? What are the project problems? How can we learn from the failure of this case? The paper includes the case background introduction, the project development process, the problems in the project, analysis and
This portfolio focus on what I have learned during the whole IT Strategy and Control paper, a critical reflection of this paper would be provided. This reflection includes the key points, support reference and the demonstration of my own understanding about the paper itself and all of my personal understandings are based on the learning outcome of this paper. In the first part of this portfolio, I would discuss all the key IT Operations Management framework which have been introduced in the paper, the analysis of the processes based on my own understanding would be given. In the second part, analyze processes required for aligning IT infrastructure and operations with the business goals of an organization would be talked about, and I would focus a business organization which has been mentioned in the caselets as a sample. In the third part, some critical evaluate operational IT organizations and their processes against the studied models would be listed and analyzed. In the last part, the recommendations and analysis of my own would be given against those organizations (caselets) which have some problems and current issues arising from the implementation of the IT framework.
Cisco rapidly grew from a start-up to $500M global corporation by January, 1993 when the case begins with Pete Solvick, CIO of the company faced with the daunting task of upgrading its transaction systems and data warehouse. Cisco had exponential growth through the 1990s, averaging at one point an 80% compound annual growth rate while also accelerating new product development and introductions throughout its direct and indirect sales channels. Systems outages were becoming more common as were product shortcomings due to the IT systems supporting key processes becoming faulty and only partially operating the majority of the time. Clearly Cisco had outgrown its current transaction processes and data warehousing infrastructure.
RWE IT GmbH an internationally operating It company and is structured in the three core functions IT Governance, Service Management and Service Delivery. The divisions accounting & administration, controlling and HR (human resources) are support functions within the IT organisation and are interlinked with the service delivery departments. The IT Governance is responsible for developing a Group IT strategy, defining IT standards, planning and controlling the Group’s IT budget. The Service Management is providing IT solutions as well as contractual negotiations and concluding contracts. It is not promoting services as the internal customers are obligated to assign RWE IT to provide IT services. The Service Delivery is responsible to fulfil the customer needs in a cost-efficient way. This division implements IT projects and operates IT solutions with a defined level of quality. Within the Service Delivery the IT consultancy department is providing services for project management, business process implementation, support services and development. The organisational entity Infrastructure is the internal supplier for hardware, network services and IT security services.