There is a sentence in the business world; “Knowing your audience is the key content of business success”. Genericorp’s failure on EIS system arises from the lack of understanding of their customer. There are three big categories of failure that can distinguish; the system structure, the audience understanding, and the composition of the team. In this essay, I am going to drill down each category. The structure of Genericorp structure is first reason for the failure. Genericorp’s demo system contained the variety of formats and colors. During the demonstration to the chief executive officer and other senior executives were well received. However, they eventually criticized the system by describing as “just fancy way of information that is on screen”. According to Visualization and Storytelling(Watson, 2017), the visualization of the system should not be the “MTV screen designers”. Without using consistent colors and formats across the screen, the user cannot find, view and understand the data easily. In addition, after the approval from the executives, they focused on maintenance not updating to fit the executives’ needs. Moreover, maintenance …show more content…
Only one executive out of five expressed about the EIS function when the EIS released. In other words, most of the executives do not know about the computer nor how to interpret. Genericorp should have hired storyteller to give executives better understanding of the system. Moreover, Genericorp should have communicated with three executives that do not use the EIS and find the reason for not using the system. The success of MIDS at Lockheed-Georgia and EIS at the Worldbank keeps updating the system that fulfills the executives’ needs. The EIS is for the executives. There is no meaning of the system existence if executives don’t use it. Without understanding the executives, the target market, Genericorp’s failure was a natural
A system integrated approach would improve the business process and hence enable the different functions to share information. It was clearly identified that the ERP deployment would benefit the company through all these elements. In the case, benefits of ERP adoption were not quantified but improved cost and better pricing strategy were discussed to justify the ERP project financially. It can be interpreted that ERP, leading to improved cost analysis, cost control, less redundancy, optimized production and better pricing, would result in low costs and hence higher profit for the company. Financial justification for the ERP adoption can also be inferred through the fact that it would lead to resolution of several problems which the company faces
The second issue arising is their inability to have a standardize form of collecting and presenting data. One example is that both the Vice President of Marketing and the Director of Advanced Systems, collect and utilize the similar data for marketing purposes. Because both managers are collecting data for the relatively same purpose, there redundancy and a...
“There are limits to customer-centric responsiveness.” This lesson taught Halamka that IT had to consider customer demands side by side to the risks in IT networks.
The effects of color help to understand how audiences may perceive visuals used in business communication. The use of color has become more prevalent in business as the costs of including color graphics has decreased. Color is often used in business communication to represent categories. Some examples would be charts and presentations. A summary of empirical studies on the effects of color by The Program of Research for Investigating Management Information Systems was reviewed in this article. The studies show significant time improvements in business related activities when color was utilized. Also that the use of color improves: recall, search-and-locate tasks, retention, comprehension and decision making (Hoadley, 1990).
Ziff Davis, an American publisher and internet company, wrote a small document on the top 5 reasons ERP systems fail and how to fix those reasons. The document makes an interesting point of “failure is often a perception, rather than a quantifiable measure of outcomes (Ziff Davis 2),” meaning companies may think they have failed by their perception, when in actuality they didn’t proper measure their outcomes or potential outcomes. The first reason the document goes over is “setting unrealistic expectations at the outset. (3)” The document claims that a company is eager and excited to implement the system without fully defining business requirements and goals (3). This ties back with that perception and measurement dilemma. The company perceived everything was going to be well with the implementation, but failed to measure out goals and requirements. Ziff Davis goes into the fact that companies fail to realize “the level of resource commitment the project will take (5)” and that “Done properly ERP can and will transform your business by automating and re-engineering its beating heart: its business processes. (4)” Again these point out to that perception and measurement factor. Another reason the document goes over is “Not involving key stakeholders (6)”. Ziff...
Furthermore, he focused too much on advertising in taking in the new customers. He was too autocratic which made the employees unable to exercise their ability in solving problems. In addition, One. Tel has low complexity that is determined by having unclear job tasks and responsibilities. As there is no organizational chart, the relationship between the employees could not be determined and the job descriptions were ambiguous.
In 1990 Gartner Group first carried out the ERP as an extension of material requirements planning and ERP came to represent a larger whole, reflecting the evolution of application integration beyond manufacturing (Alshare & Lane, 2011). By the mid–1990s ERP systems addressed all core functions of an enterprise. Governments and non–profit organizations also began to employ ERP systems. The ERP systems experienced rapid growth in the 1990s because the year 2000 problem and introduction of the Euro disrupted legacy systems. Many companies took this opportunity to replace such systems with ERP. This rapid growth in sales was followed by a slump in 1999 after these issues had been addressed. The ERP systems, in the beginning, focused on automating back office functions that did not directly af...
...l for enterprise resource planning implementation¡±, Proceedings of the 7th European Conference on Information Systems, Vol. 1, pp. 273-97.
The objective of this research is to help a company or an entrepreneur understand the business environment better as well as customers’ needs and, therefore, make better business decisions.
- Scheer, A, Habermann, F, 2000, "Making ERP a success", Communications of the ACM, 43 , 3, 57-61.
The Rich Picture shows human activities and work processes through use of simple diagramming. From this diagram we can extract the faults of the current system, and aim to improve it. The diagram can relate to current conflicts between the marketing and sales team as they interact with each other to develop marketing strategies.
Controversial relationships between the client and implementation partner stop from the fact that the client feels that the implemented ERP solution does not cater to their business needs depending on the documented scope, and the end users cannot perform all these tasks that were implemented within the legacy systems without difficulty
The purpose of implementing an ERP system in a company is when the company isn’t operating efficiently. Look at it like this, when your body is sick, you know you need to take medicine, you just can’t stand the taste. And in the same matter when your company isn’t operating efficiently, you’ve got to take steps to correct it. Most companies just fear the disruption, the learning, and the cost and the inconvenience of it all. “Another way to look at or understand ERP is cars have dashboards so the driver can get to where he or she wants to go. Airports have control towers to make sure everything and everyone gets to where they need to be. All of your typical individual machines have control panels so you can make them do what they are supposed to do”. (Jones, W (2006, 01). Roadmap to Fusion: Engaging Oracle Consulting on the path to your next business platform. Orcacle Corporation World Headquarters,)
“From early on the ambition of ERP-systems has been used to integrate all transaction systems within the one system which combines all information and practices across full organisation, and gives proper information for decision-making in real-time” (Bjorn-Andersen & Johansson 2007)
To ensure Tektronix's success, the ERP implementation was divided into five manageable sub-groups: (1) Financials, (2-4) Order Management/Accounts Receivable (OMAR) in the three divisions, and (5) the global rollout. Within the sub-groups, additional waves were created to ease into the system. For both the Financials and OMAR, Tektronix decided to implement the new system in the United States first. Though the ultimate goal was for location to be irrelevant in the system and processes required for an order to be completed, it was important that the company see the added-value of the implementation as it proceeded.