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    Rich Con Steel

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    Rich Con Steel

    Uploaded by

    bushra_dwb
    454 views8 pages

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    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    454 views8 pages

    Rich Con Steel

    Uploaded by

    bushra_dwb

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 8

    Rich-Con Steel

    McGraw-Hill/Irwin 1-1 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    Rich-Con Steel
    How big a risk did Sawyer think she was
    taking when she decided to
    implement the BAI system?

    Why was there such a severe meltdown


    after the new system went live?

    What were the principal root causes?


    McGraw-Hill/Irwin 1-2 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    Root Cause
    Marty Sawyer’s failure to recognize this system as
    strategic – lack of leadership/insight/proper planning

    PEIT implementation brings new business processes


    and business process change is organizational
    change:
    - Externally imposed
    - Interdependence-increasing
    - Sudden
    - Large-scale
    - Core
    - Unignorable

    McGraw-Hill/Irwin 1-3 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    Implications of an Enterprise-Wide
    Process-Enabling IT
    The Centrality of General Managers for IT Success

    Types of decisions facing general managers with


    respect to PEIT have far-reaching consequences:
    - Organizational structure
    - Performance
    - Competitive strategy
    - Relations with partner companies

    - Does a General Manager need to be deeply versed in


    the technologies under consideration?
    McGraw-Hill/Irwin 1-4 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    Model to Prepare for Process Enabling
    Information Technology
    A Model for Implementing Process-Enabling
    Information Technology
    Descriptive causal link between factors and pitfalls
    Prescriptive strategies for managers to influence
    implementation
    Groups
    Pitfalls
    Process Technology

    People

    Strategies

    McGraw-Hill/Irwin 1-5 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    A Model for Implementing Process-Enabling
    Information Technology
    Understanding causal links between factors and pitfalls can
    help managers identify ex ante the most significant non-
    technical threats a given PEIT implementation project
    will face.

    Strategy categories to attempt to counter threats:


    Level: at which project is governed
    Style: managerial style adopted
    Phasing: intended timeline and milestones
    Scope: number of sites, divisions, geographies, functionality
    Preparation: resources devoted to preparing the organization
    and its members prior to cutover
    McGraw-Hill/Irwin 1-6 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    Rich-Con Steel
    Teams: What would you do if you were
    Sawyer at the time of the case?

    Continue to use new system vs. pull the


    plug.

    Why?

    McGraw-Hill/Irwin 1-7 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
    Rich-Con Steel
    Aftermath:
    Tried to continue using the system.
    Able to stabilize system but too much damage

    September 1999 the Sawyer family sold Rich-


    Con to Falcon Steel
    http://kansascity.bcentral.com/kansascity/stories/1999/09/13/story1.html

    http://www.falconsteelco.com/default.htm

    McGraw-Hill/Irwin 1-8 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

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