Proposal to Optimize Johnson & Johnson’s It Governance Model

With a specific end goal to consolidate a wide range of IT activities and advantage from them, the whole organizations IT strategy must be reengineered to cooperate. Instead of looking at IT as a unit itself, intergrading it into the business as a whole and making it work towards a common goal will make worth in the organization. The consequent strides should be refined in each segment of ModMeters to achieve their requests.

Architecture must be developed in order to oversee IT strategy to benefit the whole organizational enterprise. Centralizing IT strategy at the start of the new business strategies will be important to make sure IT and business are working together with common goals that deliver the most value. The following steps are to be completed within each department:

The major elements are cost efficiency, eliminating wastes, and researching future IT investments. In the IT Doesn’t Matter article, three main points were outlined, and they were spend less, follow, don’t lead, and focus on vulnerabilities, not opportunities. Overspending has always been a major issue in regards to applying new technology, and it is important to execute an IT budget for any organization. Office Depot adopted new technology to improve all of their operations, especially in the supply chain. They were able to increase efficiency, while modernizing their budget. Information technology can benefit any organization if they are researched thoroughly and will improve the business needs of the organization. If it will not improve the business needs, there is no need to invest in expensive technology. The most important phase in the system development life cycle is the systems analysis phase. The goal of this phase is to identify what problems need to be fixed and breaking down how the system will benefit all users. Therefore, the business needs need to be identified and outlined before new technology is adopted into an organization’s business model. Once new technology is applied, organizations must continue to research information technology. If organizations follow these elements of

Bidders shall have experience of having successfully carried out and completed similar work over the past 5 years. The experience should be any of the following:   Three similar completed works, which costs less than 16.5 Crores Srilankan rupees. Two similar completed works, which costs less than 30 Crores Srilankan rupees.

Pressure to keep costs down, maintain a consistent infrastructure and to innovate, has left many CIOs flat-footed, playing a catch-up game trying to integrate new innovations rather than driving them. CIO's role is to help organizations in identifying most apt technology, according to the needs and business strategy, then select and deploy it.

In order for Johnson & Johnson to achieve success in its vertical integration process, they need to create a new position under CEO, William Weldon to manage the Signature of Quality Committee members (SOQ) and to oversee the full supply chain processes. This role will be known as the Senior Director of Quality. Within the next 30 days, a Cross functional team made up of the CEO, the Vice President of HR, and Ajit Shetty (in charge of operations for J&J pharmaceuticals, medical device and consumer segments)

When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.

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.

• Meet regularly with other departments’ heads- Sales- HR-Accounting-Marketing-Customer Service-Institutional trading-R&A-Client Services to communicate IT strategies and projects. Gather feedback from other departments regarding current needs. Be sure that all departments are aware of an IT strategy and that all future projects and initiatives must fall within this strategy.

Before approving the funding needed for the new product, R&D should help upper management to understand the new product and how it will expand the company. Technology has approved many possible channels for upper management to share the information and stay connected with several levels of the company at one time. Upper management must be connected and communicated all the time with others level in the company by using group email (electronic mail) which include all the members, and every person can

Oxford Industries was originally founded in 1942, from their inception to now, the company has undergone a huge transformation; migrating from domestic manufacturing roots towards a focus on designing, sourcing and marketing apparel products bearing prominent trademarks. Today Oxford Industries is an international apparel company that features a diverse portfolio of owned and licensed lifestyle brands, company-owned retail operations, and a collection of private label apparel businesses. About 60% of their revenue comes from their private label business, which on one side relieves the company of any marketing and distribution activity, but on the other subtracts control of the product marketing and distribution and leaves the company dependent on its customers.

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.

Our current IT governance structure takes a top-down approach, centralized in nature. Upper echelons decide what innovative hardware should be manufactured. They develop strategies to market the prospective product and delegate the actual innovative processes to our company’s divisions, such as R&D and production. Our company fosters an adhocracy culture which implies rewards for individual initiatives, but since our core product is to deliver high performance home entertainment systems to our consumers any initiatives made by lower level staff members are only rewarded if they supplement the platform. The innovative ideas that drive our business are engendered by visionaries that make up our senior managers. There is little autonomy designated to the lower echelons in terms of IT decision making at Sony Computer Entertainment, Inc. Mark Cerny, our lead system architect,

Information Technology (IT) budgeting has become a constant struggle for companies, both big and small. The speed at which technology becomes obsolete, management’s expectations for quick deployment of new technology, and a supplier’s change of their operating model to focus on “as-a-service” (Feldman, 2015) recurring revenue, greatly affect how IT departments approach their budget these days. Other factors such as; lack of company vision or one’s inability to see how their IT department fits into the corporation’s goals and expectations are all huge pitfalls for the IT manager. The inability for IT and finance divisions to

Frenzel (2004) claimed that to be successful, a firm’s IT management team must take action on the following critical areas: business management issues; strategic and competitive issues; planning and implementation concerns; and operational items. If for any reason, the organisation experiences difficulties in the above areas, the manager will need to set goals and objectives to overcome and prevent these issues.