Agcredit Case

PROCESS-DRIVEN ORGANIZATION AT AGCREDIT

In this case IT often takes a backseat to other business concerns. The CEO having to be approached on the weekend to look at IT issues shows a lack of perceived IT value. AgCredit, a financial institution focusing on agribusiness that is at a crossroads after an effort of three months of planning. Kate Longair is mapping critical restructuring in the IT system to support the company’s growth and operations as their current IT system lacks integrity and support from many leaders and users in the organization. AgCredit is facing a lack of time and appropriation of talent from the current organizational structure. In order to best use the structure Kate prepared she needs the support from the leaders and users. A centralized IT structure would best meet AgCredit’s future transformation. A centralized structure will support the organization by giving them a greater chance for more continuity and collaboration across all divisions. Also, to the decentralized structure that AgCredit has experienced, the centralized structure should provide increased communication and will lead the company to a greater sharing of knowledge. It will also develop an understanding of the business as a whole and when the issues arise, all areas can be alerted and involved in the solution. With the centralized system all the issues or countermeasures can be addressed quickly and effectively, instead of recurring in separate areas.

Also, recognition of business ownership will be vital to the organizational structure that AgCredit have. There should be a steering committee who will be the part of the approval process for all the projects which will be a key to make sure if the enterprise need that project. Lot of companies use multidivisional committee who ensures all projects fit within a Service Oriented Architecture framework. The CIO should also be involved in the boardroom and have access to senior management, including the CEO. The CIO should...