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In 2001 Accenture took the bold step of separating from its parent, Arthur Andersen. The new firm that emerged had a bright future ahead, but it also faced the challenge of building a new IT infrastructure that could support a global organization that consults on leading-edge technology. Accenture's CIO at the time, Ed Schreck, knew that becoming a master of your own trade was not an easy task. Frank Modruson, Schreck's successor and the person responsible for carrying forward the IT transformation challenge from 2002 on, had ambitious plans for the new technology infrastructure that was to replace Arthur Andersen's legacy systems. Difficult decisions had to be made. Should the firm continue with a decentralized approach to managing technology platforms, in which each country chooses its own IT platforms and has autonomy to run them? Or should the firm take a mixed approach, in which the same standard applications would run throughout the enterprise but would be managed independently by individual offices? Or should Accenture espouse a “one-firm” approach and boldly shoot for a centralized implementation of its most critical systems, with all its offices interconnected on the same “instance” of a software platform? Furthermore, should the firm retain its traditional conception of IT as cost center, or should it migrate to a scheme that recognizes IT as a service provision center that generates measurable value for the organization? These questions and many others drove Accenture's CIO team to undertake one of the most remarkable IT transformations in a global organization in recent years.

To understand best practices for transforming an IT infrastructure. To offer a step-by-step approach to rationalizing a billion-dollar-plus IT technology infrastructure. To understand the connection between strategy and architecture in delivering high performance for an organization. To understand organizational change strategies and approaches in dealing with complexity in very large companies.

The Ariba Implementation at MED-X case is designed to teach students how to analyze a program that is experiencing problems and recommend solutions. Specifically, the case introduces students to earned value analysis and program oversight for an e-procurement technology program. The case centers on MED-X's need to quickly discover why the company's e-procurement implementation project was not going according to plan. Once a cause has been discovered, students will need to make a recommendation to fix the problem. Data for the simplified program, consisting of two concurrent projects, is given to students, who should in turn analyze the project using earned value analysis. The case is an easy introduction to program management and oversight for executives and MBA students, and teaches the essentials of earned value project management.

Students will learn how to control and act in oversight of large complex programs, as well as how to apply earned value metrics to analyze a simplified program consisting of two projects. Analyzing the project enables students to learn the strengths and pitfalls of the earned value approach. From a management decision perspective, the case gives students the tools to succinctly answer the questions: How much will the project cost? How long will it take? What is wrong with the project?

The case is based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. The A&D High Tech case examines how to create and analyze a project plan in Microsoft Project. Specifically, data is given to build the project plan step-by-step and then analyze the plan using the Microsoft project management tool. In order to make the case manageable for students we reduced the size of the project, and corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. The project plan that students construct from the data given in the case is fraught with risks, and students must apply risk management techniques to diagnose the plan. Ultimately, students must answer the management question: Will the project be completed for the holiday shopping season? This case is the first in a series; the second is the case entitled “A&D High Tech (B): Managing Scope Change.” The case can also be taught using other project management software tools, such as Primavera.

The case teaches students how to build a project plan in Microsoft Project (or other project management software tools). More important, the case teaches prospective executives how to analyze a project plan and identify risks of the plan, and define strategies to mitigate these risks. Students learn that in the planning stage of any project the risks are highest, but this is the best opportunity for proactive management intervention.

Operations and human resourcing.

This case study is intended for use in graduate, executive level management and doctoral programs. The case study illustrates a combined IT and HR driven participative management control system in a flexible organization structure. It is intended for a class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.

The case describes the situation of managing unskilled workforces (≥14,000 workers) during the construction phase of the 4 × 250MW power plants both for purposes of turnout as well as due compensation, in the event of an accident. The approved labour forces appointed for 45 × 8 h. Man-days after a rigorous fitness test and approvals of the safety officer are allocated housing and other necessary amenities and a commensurate compensation system.

These include: illustrating typical organizational responsibility structure at a construction site of a large power plant; illustrating the planning and administrative control mechanism in implementing strategy at a construction site of a large power plant; offering students the opportunity to understand and view a typical operational (project) structure; allowing students to speculate adaptations in the wake of an ever-changing business and company environment; and providing an opportunity to introduce a power scenario in India, Indian labour laws and radio frequency identification technology and to relate this to the case in context.

Teaching notes are available; please consult your librarian for access.

A year into the launch of TiVo—the “revolutionary new personal TV service that lets you watch what you want, when you want”—John Tebona, VP of business development, was faced with important decisions about TiVo's revenue model and strategic alliances. With television's move from a network-based model to an interactive one, he had to decide what role TiVo would play in the emerging industry landscape. Would TiVo be just a set-top box or would it live up to the vision of revolutionizing the television viewing experience? What revenue streams should it emphasize to capture the most value? What strategic relationships must TiVo form in an environment where companies were cross-investing in multiple technologies across different industry segments? How could it expand its customer base and accelerate its revenues before competitors like Microsoft's WebTV became the default standard?

To understand that disruptive innovation from a value creation standpoint may not mean a profitable or viable business from a value capture standpoint; products are far easier to create than robust business architectures with solid profit engines; the future of interactivity is clouded by the conflicting visions of the varied players; and control over standards is a valuable choke point.

Management and leadership.

Undergraduate and graduate.

Mr Lionel Thibaud, the General Manager, was highlighting the achievements and challenges faced at Impression et Enregistrement des Résultats (IER) within the Middle East region over the past four years in relation to the various cross-cultures and multi-nationalities. IER is a world-leading supplier of printing terminals and IT solutions for the air transportation industry. The problem facing the decision-maker is how to do business with the Middle Eastern countries and handling and striking a balance with all the varying cultures and customs. In addition, to meet the needs of the customers, a long-term mission is to establish long-term relationships and collaborations.

On completion of utilizing the case study as an exercise, students should be able to: case-specific skills – critically examine the importance of the cross-cultural management, decision-making, managing in multinational companies and leadership and management in the Middle East and demonstrate this by analysing real regional/world examples using complex theoretical frameworks; identify examples of best practice (including ethical “best practice”) and explain the dynamics towards cross-cultural management, decision-making, managing in multinational companies and leadership and management with reference to a range of theoretical models and apply these in a meaningful way to the MENA region; discipline-specific skills – synthesize and critically evaluate a corpus of academic literature and government reports on cross-cultural management, decision-making, managing in multinational companies and leadership and management; link cross-cultural management, decision-making, managing in multinational companies and leadership and management concepts and theories to real regional/world examples; personal and key skills – reflect on the process of learning and undertake independent/self-directed learning (including time management) to achieve consistent, proficient and sustained attainment; work as a participant or leader of a group and contribute effectively to the achievement of objectives in the field of cross-cultural management, decision-making, managing in multinational companies and leadership and management.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Information technology, management science and strategic management.

The case has been developed for use in “e-government Management and Leadership” and “Strategic IT management” courses and is appropriate for MBA and Executive Development Programs, as well as corporate training programs incorporating information system and e-government dilemmas. The case is appropriate for courses that deal with e-government development.

Ajman Digital Government (ADG) was established in 2017. It is a new government entity intended to deliver the Ajman e-Government Project to increase government efficiency and productivity, as well as transforming public services to meet citizen expectations of digital experiences and satisfying the UAE Federal e-government standard. The current UAE federal e-government ranking includes only two emirates, Abu Dhabi and Dubai. ADG intends to be part of the UAE federal e-government ranking and participating in the world digital competitiveness ranking. Many challenges lie ahead for ADG, which intends to add Ajman’s e-government to UAE’s federal e-government, supporting the digital competitiveness of UAE worldwide and participating in increasing the ranking for UAE federal government in IMD’s World Digital Competitiveness Ranking; in addition to this challenging goal, there are significant new obstacles to the implementation of the new digital government in Ajman. ADG requires specific ingredients for the maintenance and support of the UAE e-government standard to position the project toward the success. Study of the strategic positioning of ADG would help support success of the development of e-government and weigh which technology should be used and how the project should proceed strategically. The case also provides a very useful ground for discussing all challenges faced and how the innovative business model of e-government will address these issues and create a sustainable e-government environment.

The case is structured to achieve the following learning objectives: Students can recognise the dilemma faced by the Ajman Government in managing citizen expectations, stakeholder expectations and the wider implications of its actions on developing a coherent communication strategy. Students can recognise and critically evaluate the role of leadership and communication in using e-government strategies in hyper technology market. To bring out the challenges in the digital government and repositioning strategies in a highly competitive and dynamic technology environment. Differentiation and repositioning strategies in a highly competitive technology market. Learn how to effectively communicate the value of a digital government to the targeted citizens. Understand how to strike a balance between short-term objectives and long-term goals in e-government development. Analyse the environment, competition, industry and IT product positioning. List alternative IT strategies and e-government positioning. Understand the primary drivers of interaction in e-government.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

Strategy.

MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing.

Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies.

The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Nokia India Pvt Ltd (NIPL) was part of Nokia Corporation, Finland. In March 2013, the Indian Income Tax department accused NIPL of evading taxes amounting to USD 3.5 billion. Simultaneously, the market share of Nokia Corporation declined following increased competition from android devices. In September 2013, Nokia announced the sale of its global Devices and Services division to Microsoft Corporation. The Indian IT department freezed the assets of NIPL, disallowing transfer of assets and Microsoft excluded the Chennai plant of NIPL from the deal. In mid-April 2014, NIPL offered Voluntary Retirement Scheme (VRS) to its workers. Despite efforts by trade unions, the plant finally shut operations on November 1, 2014 leaving 30,000 direct and indirect employees jobless. The case discusses the labour relations impact in global manufacturing chains.

Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide citizen centric services in the public domain. Business and development organizations alike are also investing in developing their own digital infrastructure for rendering services to its stakeholders. This case describes scenario in which a cooperative organization wishes to use digital infrastructure and provide digital services to its farmer members. The cooperative continued investing in ICT since the last couple of decades and constantly upgraded it to ease the transaction and bring efficiency and reduce information asymmetry. This had greatly benefitted the members. However, the cooperative is aware that its communication network built on the wireless medium has its own limitations in introducing new services and integrating its databases and applications. The cooperative took note of “Digital India (DI)” initiatives to provide digital services to rural areas and build an ecosystem to empower the citizens in its governance set up. This DI policy has implicit provisions of better networking protocols with improved bandwidth. The organization has a dilemma to continue with investing its own resources or explore possibility of piggybacking on the DI initiative. The cooperative wished to examine the total cost of ownership in either case and assess the feasibility of converging with the infrastructure created by the government.

The Government Information Technology Policies are increasingly favouring citizens and in favour of shared infrastructure and services. It is worth the examination to evaluate strategies to deploy IT infrastructure and services with optimized cost and better returns in an enterprise. This is far more important for a social enterprise like AMALSAD cooperative (user-owned firm) that has deployed its own IT infrastructure and ITeS. AMALSAD cooperative deployed its IT assets long back and in the meanwhile, the Government policy is in favour of providing services over the internet.

The case serves to help students to understand the theoretical concept of Enterprise information systems infrastructure and services. It brings to the students understanding: the drivers of IT infrastructure to provide digital services; challenges that would make the social enterprise (in this case user-owned firm) to understand the opportunities and challenges of deploying the right digital infrastructure and get services on demand. The case presents the scenarios for the students to deliberate and find answers to the right approach for estimating the total cost of ownership (TCO).

The case situation presents a scenario for digital government services. Most of the customer-facing enterprises including social enterprises are also providing digital services. It is important that such services converge at an optimized TCO.

Masters in Business Administration with a concentration in Information Systems.

Teaching notes are available for educators only.

CSS 7: Management Science.