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Mis Cisco

In: Business and Management

Submitted By rosielran
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* How did Cisco find itself in such trouble with regard to its internal IT in 2001?
At the end of 2001, Cisco’s sales growth slowed dramatically. Technology spending dropped off precipitously as the Internet bubble burst. Cisco changed its CIO and Boston joined. When Boston arrived at Cisco, he did an initial assessment of the IT environment at the company: Firstly, Cisco was throwing money and engineer at customized tools, but the tools were not providing the desired output. As a result, they had a difficult time getting the information they needed. Secondly, IT decisions were made in functional silos, with no centralized group checking for conflicts and redundancies. So Cisco ended up with several applications that performed similar functions. Thirdly, the lack of centralized planning had created an even bigger problem. It became extremely difficult for the company to upgrade its most important enterprise-wide systems.

* Why didn’t the single ERP system help more? Why didn’t this ensure more consistency?
The original ERP system was primarily focused on collecting information from the disparate functions of the business and translating it to support the financial, manufacturing, and inventory-control needs, it did not meet all of the specialized needs of other functions such as sales, marketing, and human resources. As a result, these groups had developed customized solutions that interfaced with the ERP system. The IT decisions were made in functional silos, with no centralized group checking for conflicts and redundancies.

* What actions were suggested by Boston? Do you think the actions would be effective? Why?
Firstly, Boston asked all teams to hold off on any new tools, applications, and customized projects. Secondly, Boston’ action was deciding which broad IT platform projects were of highest priority to the company. Boston’ third focus was

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