Strategic Planning And Cross Functional Team At Nibco Inc

This article makes up Chapter 1 of the free, open access book titled, Information Systems: A Manager's Guide to Harnessing Technology, by John Gallaugher. Please ensure that you read the entire Chapter 1 of the book consisting of 3 parts (Part 1 Introduction; Part 2 Don’t Guess, Gather Data; and Part 3 Moving Forward).

It is noted that over “70 percent of organizational change efforts fail” (Jansson, 2013). Nevertheless, change is an inevitable part of a learning organization. The 93d Signal Brigade is experiencing change. Senior Army leaders have determined that there is a need to transform from geographically based information technology services to consolidated enterprise services at regional locations. Employees know this as Network Enterprise Centers (NECs) regionalization. The driving force behind this initiative is the United States Army Network Enterprise Technology Command (NETCOM). Employees within the 93d Signal Brigade, which is a subordinate unit to NETCOM, are voicing their concerns about the effort to regionalize network centers. The

“Here is a spoon. Please dig a 30-foot trench in the next couple of hours, please.” To most people, this is a ridiculous request as there are a vast amount of better suited equipment available to complete the job within the specified time. Yet, when companies do not align their Information Systems (IS) and Architecture with organizational business and strategic needs, their processes, equipment, and efforts prove ineffective and costly. For this reason, companies need to invest time and money into planning, investigating, and selecting the right software solutions, architecture and vendors to help them achieve high productivity and return on investment.

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.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Due to the “centralized management of systems development” from the San Antonio office, the data systems support the “single USAA customer image,” and information is treated confidentially as the chief source of the organization[4]. USAA has decided to develop its IT infrastructure to better answer the demands of its members. By the 1980’s the company’s many divisions had started developing their own systems. McDermott saw the need to create an Information Services Division to integrate all the company’s systems and member information. His new vision of USAA is that the company is so integrated that members lose something of value when they go to a competitor”[5].

In the mini-case Building Shared Services at PR Communications Vice President of IT, Vince Patton, is faced with the task of creating a single customer service center for the company. The case starts off with Vince firing the four divisional CIO’s, stating that “We don’t need any of you anymore. I’m creating one enterprise IT organization, and there’s no room for any of you.” (McKeen, p 127). Ross Roman, founder of PR Communications, then gives Vince the opportunity to completely turn around the IT department and has given full support to any of Vinces projects. This puts a lot of pressure and responsibility on Vince to complete this difficult task.

O’Brien, J. & Marakas, G. (2011). Management of Information Systems. New York, NY. McGraw-Hill Irwin. Retrieved from https://www.betheluniversityonline.net

1. Begin with a feasible IS /IT strategy which aligned with the business strategy The developers of the failed computerization of the London Ambulance Service (LAS) 1992 had no experience building dispatch systems and failed to address the risks associated with the development process (Fitzgerald and Russo 2005). A well formulated IS /IT strategy, produced via a methodical approach, fully cognizant of the business objectives, is an essential prerequisite for successful implementation. Additionally it is mandatory that there is an implementation plan to guide deployment. Earl (1993) advocates collaboration among IT professionals, users and senior management (Ward and Peppard 2003). Tighe (LAS IT Director) stated user’s views were ignored and simple issues were overlooked (Meere 2006). A good IS /IT strategy must have clear realistic goals, be flexible (Cadle and Yeates 2004), viable in terms of business risks (Ward and Peppard 2003) and be driven by good leadership. It is essential to have a contingency plan in event of failure especially in critical cases. Sufficient emphasis must be placed on deliverables and having clear milestones. The benefits of the IS/IT strategy should be unambiguous and well articulated, NSW created numerous specifications making tracking and creditable measurement laborious and time consuming (Southon et al. 1999). 2. Organisational fit This essay combines an open system perspective and normative concept of fit

Peachtree Healthcare’s patchwork IT infrastructure is in critical condition. Should the CEO approve a shift to risky new technology or go with the time-tested monolithic system?

In recent years, board members and staff of the Midsouth Chamber of Commerce (MSCC) have been trying to update their information system. Their information has steadily required more capabilities and in pursuit of better more efficient capabilities they have made several missteps that have cost them a very large sum of money. They have had personnel acquire information systems that did not meet the requirements of MSCC. The cost of these nonfunctioning systems has been in excess of $277,000.00 dollars. MSCC is now on their third person to manage the acquisition of an information system that will meet all the current and

This Case study takes into examination a firm that had a very successful IT-driven strategy to satisfy customer needs. This company used this strategy to double its desired goal and even quadruple its goals. For this case analysis, a number of factors will be discussed.

Roberta sure has her work cut out for her. Roberta has identified through informal analysis, that there is a problem facing the manufacturing and distribution division. Roberta has also identified several key elements that warrant her change such as a lack of clear vision, rigid work environment, and a culture that is reluctant to change as proven in earlier attempts to improve the documentation process. Turnover, hiring temporary workers who lack the necessary knowledge, and lack of a reward system is another key factor in Roberta’s want for change. A big component to Roberta’s problem is the other locations as well. There is currently little coordination between and within all the locations. Due to the growth of the company, the problems have continued to spiral downward creating more issues as time has gone on. Roberta needs to first develop a specific plan to address these issues. Her challenge lies with senior management and her ability to gain their trust. While Roberta remains concerned of the current state of the company, she needs to do more research to fully back her plan. This can consist of revealing discrepancies between the current and desired state, conveying creditable positive expectations for the change and creating a

RR communications is a service provider with multiple business segments. The key line of their business include internet, mobile, landline and cable TV services. Currently company operates its four key lines of business individually (Multiple sales systems, databases and customer service centers). According to the building shared services at RR communications case study there are two main problems RR communications facing. The first one is no central IT system and the second problem is corporate politics. Company’s vice president of IT, Vince Patton, trying to create a centralized IT organization. In order to get all four parts of the business in to centralized system he is trying to redesign the company’s internal computer infrastructure, centralize the purchasing budget, create an enterprise architecture, put tools, metrics and policies in place. Vince fired the four divisional because they try to keep the power instead of centralizing the company’s IT system. Vince has to organize and plan and execute the plans. The next goal is to have a single customer service center to serve customers in all four business’s key lines. Problem with the remained divisional CIOs is that they believe that centralized IT system would increase the bureaucracy and it would take away their powers. There are few problems of lacking IM strategy in RR communications loss of company values, a weak control, the organization would have an absence of formality and limited or no access to formal

NTERPRISE SYSTEMS appear to be a dream come true. These commercial software packages promise the seamless integration of all the information flowing through a company - flnancial and accounting information, human resource information, supply chain information, customer information. For managers who have struggled, at great expense and with great frustration, with incompatible information systems and inconsistent operating practices, the promise of an off-the-shelf solution to the problem of business integration is enticing. It comes as no surprise, then, that companies