Friday, March 29, 2013

Cisco

Illustrates the challenges associated with centralizing IT decisions at Cisco after a decennium of decentralized planning and project funding. When Brad Boston became Ciscos reinvigorated CIO in 2001, he found that managers were starting to get spoil with the results of their latest IT initiatives. Boston believed that Cisco needed to focus on its global infrastructure before investing in to a greater extent functional tools and applications. Under the leadership of Boston and an executive operating(a) committee, Cisco selected three major enterprise projects that required an extraordinary level of process planning and cross-functional cooperation, a major salmagundi from Ciscos legacy of entrepreneurial drive. As these three projects started to wind subject in 2004, Boston and the operating committee were thinking closely what types of new projects the IT organization should support. Raises issues about change management, centralized planning, IT prioritization and mental imagery allocation, enterprise cooperation, and project funding.

This issue is an example of what happens if the business units atomic number 18 left on their own without any centralized monitoring. The decisions do in the business units may not meet the federation strategy and will create a flood of duplicate, distant projects and solutions that does not utlize the IT budget effectively.

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This case as well as the Volkswagen case illustrates that either totally centralized or a totally de-centralized IT functions will eventually lead to un-controllable problems and issues that will bar the company from achieving their strategic goals. While diverting from these models, care should be taken to consider the culture of the company, because the change will be met by resistance. Strong govenance will deter these resistance and contribute them together to form a unified solution. Again this case has stressed the importance of collaborating between all business units in deciding the central IT policy.

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