Case comp ankita

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  • -- No Value add from IT-- 40% spent on IT yet updation was very slow-- Too many applications, difficult to track-- Attrition-- Non-centralised ERP systems-- No stringent processes in place-- Need of CIO
  • Evidence:Terra Ferma was increasing the number of offices and employing more staff. There was an increase in the number of users. It was costly and time consuming to add new users.Recommendation: Outsource non core competencies such as Network and Data Management, involve in cloud computing. By outsourcing, it can use time and resource on core competencies that adds value to the firm.
  • Too long to get a new application deployed, or to get a laptop and account for a new sales representative
  • Issue 2: Terra Firma spent 40% of its capital expenditure on just inefficiently running businessEvidence: Updation of IT was very slow. Too long to get a new application deployed, or to get a laptop and account for a new sales representative Since 1992, most of the core enterprise applications have remained in place. Recommendation: Use IT for both strategy planning and running business
  • Issue 3: Too many applications, difficult to track.Evidence:More than 200 different applications running, of which fewer than 10% adhered to the new standards.The applications such as QA systems, product control, CRM, HRM are duplicated over different offices. Recommendation: Consolidation of  Applications, and hence save cost and redundancy
  • Issue 5:  ------------- ERP systemsEvidence:Recommendation: Centralised ERP system
  • Issue 5:  ------------- ERP systemsEvidence:Recommendation: Centralised ERP systemThe problem of synchronizing complex systems like human resource, finance, sales and marketing are handled and eliminated by these ERP systems.Cross functional services which need communication between different business units are permitted by this system.A top down view of the organization can be easily figured out.A considerable amount of risk in losing important data is eliminated.Production time and delivery time can be reduced to a high level.
  • Issue 7: Need of a CIO (COO handles CIO’s position)Evidence:  40% of the company’s capital expenditures, yet most of it either went to replace existing equipment or scale up existing systems — neither of which yielded much of a return on investment in terms of cost savings or business value. However they are not channelised in the right direction2. Terra Firma has followed an aggresive business strategy when is comes to its products. IT strategy for the company needs to run on similar lines.3. Considering the how deep IT has penetrated into the company’s processes.Recommendation: Thus a CIO position needs to created which enables the holder to direct his/her energy strictly to IT.
  • Case comp ankita

    1. 1. Terra Firma<br />Case Competition<br />05/22/2011<br />Ankita Mistry<br />EshaPonappa<br />PragyaBharara<br />SmritiPandey<br />
    2. 2. Proposed solution<br />
    3. 3. Title<br />Purpose: Revitalization of IT at Terra FirmaImportance: Terra Firma faced a data center disaster which was a sympton of the more chronic problems.Preview: (brief listed summary of all the points in the ppt)<br />| Footer<br />
    4. 4. Outsource non core competencies<br /><ul><li>Increase in number of users
    5. 5. Costly and time consuming</li></ul>Outsource network and data management<br />| Footer<br />
    6. 6. IT in Strategic Planning<br />40% of its capital expenditure to run business inefficiently <br /><ul><li>IT very slow
    7. 7. Since 1992, most of the core enterprise applications have remained.</li></ul>IT should be part of <br /><ul><li>Strategic Planning
    8. 8. Running Business </li></ul>| Footer<br />
    9. 9. IT in Strategic Planning<br />40% of its capital expenditure to run business inefficiently <br />IT very slow<br />Too long to get a new application deployed, or to get a laptop and account for a new sales representative <br />Since 1992, most of the core enterprise applications have remained.<br />IT should be part of <br /><ul><li>Strategic Planning
    10. 10. Running Business </li></li></ul><li>Consolidate and Integrate applications<br /><ul><li>More than 200 different applications running
    11. 11. System duplication
    12. 12. Consolidation applications, reduce redundancy.
    13. 13. Reduction in cost and complexity</li></li></ul><li>Title<br />Issue 4: AttritionEvidence: several people with unique technical knowledge had recently left the company because they were boredRecommendation: Involving in core competencies will not only add value to the firm, but also ------ employees with challenging work<br />| Footer<br />
    14. 14. Centralized ERP systems<br />Duplicate systems<br />| Footer<br />
    15. 15. Centralized ERP systems<br /><ul><li>Single server model, with common database
    16. 16. No duplication over geographies
    17. 17. No need to synchronize complex systems
    18. 18. Easier communication amongst different modules
    19. 19. Reduced risk of losing data</li></ul>| Footer<br />
    20. 20. Title<br />Issue 6: No stringent process in placeEvidence: powerful executives managed to force through exceptions and shortcuts for projects they deemed sufficiently urgent.Application never been tested in a production environment.Recommendation: Process should be followed by everybody. Every new feature show undergo integration testing in product environment.<br />| Footer<br />
    21. 21. COO handles CIO’s position<br />Investment not channelized in the right direction<br />IT Strategy<br />CIO position required <br />| Footer<br />

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