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IT Governance
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Effectiveness of IT governance at Accenture Accenture has a global interconnected workforce to meet the needs of a multi-polar business environment characterized by multiple centers of economic power and activity, high economic integration across geographies and information and communication technologies which are unparalleled. High collaboration and productivity is fostered today in more than 60 percent of its 178,000-strong workforce by its dependence on infrastructure which is accessible anytime and anywhere. IT has an award –winning CIO organization which is charged with delivering the innovative and effective Information technology (IT) solutions which enable its internal customers to achieve high performance. Thus central to this responsibility is a coherent and universally accepted governance model which is hand in hand with the business strategies that drive business growth. The business challenge Top companies need to develop a strong performance anatomy which allows them to continually pursue customer-valued innovations and differentiate from the competitors. And an increasingly important component of this strong performance anatomy is the company’s IT capability which allows a business focussed on high performance to create and act on customer and business insights in real time, create new products and services and transform business models. Likewise a strong and proactive IT governance model is also important which insures that business leaders are involved in planning and aligning IT initiatives with business priorities which is well understood by Accenture. And the company’s IT governance demands are particularly heavy as well being a heavily matrixed organization with five operating groups, 17 focused industry grou... ... middle of paper ... ...posed benefits in the original business cases approved by the IT Steering Committee from fiscal years 2005 to 2007. The new IT governance model which satisfies the call for collaboration has enabled the company to meet the demands of its clients and end users and also keep its employees on the cutting edge of technology. The numbers tell the story themselves – a leading industry analyst benchmark of the world’s largest IT organizations ranked Accenture the best in 3 key measurements: lowest IT workforce as a percentage of headcount; lowest IT expense as a percentage of net revenue; and lowest IT expense per employee. This was all possible only due to the robust IT governance which has strengthened the company’s ability to transform IT into a strategic asset. Thus it has helped ensure that it’s IT strategy is closely aligned with its business strategy from the start.
A great deal of information was covered this week such as, the necessity in which businesses need to effectively plan and set objectives, the strategies utilized and how they are executed to obtains results, and how managements decisions can potentially affect those results. Although each topic covered was found to be interesting and informational, there was something in particular that struck a chord, which was how business establishments have to be flexible and adaptable and in many instances plan and change their strategies of today, in order to keep up with the evolving technology of tomorrow. Something that one often thinks about is how individuals use technology today and how companies that provide that technology are adapting. For instance, author Richard Daft of the textbook, Management, 12th ed. brings to light the potential issues that Intel is facing explaining “As another example of an external threat, Intel, whose microprocessors power most PCs, is being hurt by the decline in demand for personal computers as more people turn to tablets and smartphones.” (Daft, 2016, pg. 259). After reading this, one wanted to take a deep look into what it is exactly that Intel intends to do to overcome this obstacle and found some
Two organizations that show the importance of aligning a company’s business strategy with their IT strategy are Cirque du Soleil and Major League Baseball. Both of these organizations rely on digital technology to make it easier to provide to their customers better entertainment through collaboration.
Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.
While servings as the Deputy Director of Organizational Policy and Governance (OPG), within the office of the USPTO CIO. One of the duties of the directorate is the operational oversight of all USPTO systems and applications. This oversight is independent of the application development directorate and the infrastructure support directorate, to ensure a check and balance exist. When I first came on board in 2012, the major patent and trademark applications were experiencing serious issues with design reliability and operational issues at the infrastructure level. Concurrently during this timeframe, OPG had been assigned the task of holding business review meetings with leadership of Patents and Trademarks. These meetings were requested by the
Paul A. Eisenstein (2002), ‘Case Study: Merging IT at DaimlerChrysler’ [Online] Available at: http://www.cioinsight.com/c/a/Past-News/Case-Study-Merging-IT-at-DaimlerChrysler/ (Accessed on 17 January, 2014)
Accenture has to be aware of the strategic opportunities faced by global corporations and of the threats that are posed to the company and planners must be aware of these challenges, to avoid negative consequences for the company. Accenture must keep up with technology and develop new innovations to sustain its operations, technology is vital to the company's future.
Information technology (IT) strategy is long term overall plan of the company to achieve the set goal against constantly changing IT requirements (Rouse, 2012). Information strategy should align with overall company’s business strategy for the success. It strategy covers all the factors for IT infrastructure management which includes cost of software and hardware, IT resource management, vendor management and other aspects associated to IT environment. IT strategy plan should be flexible enough to accommodate the business strategy changes, new technology or technology changes, customer requirement changes and budget constraints,. Many companies opt for formalizing the IT strategy plan in a written document long with milestones and critical success factors. IT strategy is a comprehensive plan that information technology management professionals use to guide their organizations (Rouse, 2012).
Yes, it is time for IPI to reconsider the salesforce organization. As IPI has more key customer types than the number of product lines, decision should also base on people consideration or customer type. By having each region specializing the accounts according to customer type rather specify through certain product line, both buyer and distributors satisfy their needs all at one. It is a better way to delivery product to customers, customers would be more happier if they can finished their shipping list without goes around the store talk to different expertise of certain product. Thus, it less time waiting and no repetition of same customer asking same question to multiple salesperson, less cost of customer duplication.
Effectively integrating information technology (IT) into an organization’s business processes is critical if the organization wants to increase productivity and remain profitable. IT includes items such as the systems software, application software, computer hardware, and the networks and databases that help manage the organization’s information. When implementing quality standards and processes that are forever changing in the IT world, organizations must balance these changes while continuing to rapidly implement new systems technologies in order to stay competitive.
Apple Inc. was established by Steve Jobs and Steve Wozniak on April 1, 1976 as a computer designer, developer and seller company. However, the company shifted its focus from only personal computer to include other consumer electronics such as portable media player and mobile phone in 2007. Apple Inc becomes one of the most popular makers in its field since it seems that its popularity has increased according to a report on www.statista.com that Apple Inc’s products sales was generally increasing throughout the first quarter of 2006 to the first quarter of 2014. On the one hand, it has increased its revenue from about 14 billion US dollars to more than 170 billion US dollars in 2013. All in all, the company is highly successful corresponding to its products’ development and their sales growth in world’s market.
Maintain effectiveness-It is crucial to have end-to-end IT infrastructure management in order to guarantee seamless business continuity. Investments in infrastructure management has a huge impact on a business’s revenue. Effective infrastructure management can aid in the changing of IT role from supporting business to driving
They need an IT network that could scale up to match the size of the organization it projected to become in few years. There is a problem of scalability in their system. Their IT infrastructure is further complicated by incompatible IT system it has inherited through acquisitions and as a result it is facing need of huge IT investment to get things in right place.
Palvia P., Palvia S. & E. Roche (1996) Global Information Technology and Systems Management. Ivy League Publishing
Infosys was founded in 1981 by Narayana Murthy and his six colleagues, they shared a vision of providing “a fair deal to the stakeholders: shareholders, employees and customers alike” (Evans & Barsoux, 2002, p.61). Infosys’ vision was to regain the top position for the Best Employee and Best Performer Company by 2007 (Delong, 2006). The head of HR leadership Hema Ravichander recognized that Infosys had some HR problems: From 1981-1991, Infosys had only one client and the organization was almost dissolved because of the bureaucratic and regulated Indian environment. Murthy was able to save the organization by energizing the rest of the co-founders (Delong, 2006). In 1991, Infosys shifted its focus from “Body-Shopping to Off -shoring” (Delong, 2006, p.4) at the same time India was facing economic liberalization. Infosys introduced off- shore development Center known as ODC and also introduced Global Delivery Model (GDM) which is a project management system. GDM afforded the organization to divide each project into components that was executed “independently and concurrently” at client site from remotely development centers.
One main apprehension that they have against Information System is the high investment cost. In addition to this there is the high maintenance and upgrade costs associated with the deployment of new IT systems. In fact they prefer to outsource the heavy IT department expenditures to other companies having IT as their core activities. In return they expected to receive a full solution pack to meet their requirements and they are ready to pay these IT services as an operating cost. At the same time the risks associated with IS are being shifted to the other