Erp Systems

1) Cisco’s information systems had become obsolete and required a metamorphosis. However, the process of reengineering the systems to enhance the business processes would require a major transformation of the organization as a whole, and the managers resisted this change. Had the managers taken an initiative to replace the legacy systems, it would entail changes to job designs, organizational structures and management systems, and lead to confusion and disrupt everything that people in the organization had grown accustomed to. In order to conceptualize a new business process, the mangers would risk heavy spending on a project that could deliver sub-standard results, leading to their jobs being on the line. The managers felt that they would not be able to justify the high expenditure to their seniors and hence no one took an initiative.

2) Cisco realized that an autonomous approach to systems replacement would prove futile. So, a single integrated replacement of all applications across all the functional areas of the organization was implemented. Cisco ensured that customization was minimalistic and also avoided a phased implementation to ensure a speedy process. A doable schedule was followed and the company prioritized it across all the functional areas. Cisco understood that the replacement of the information systems was not just an IT initiative and so brought the best people on board, even during the implementation process. Cisco also collaborated with KPMG, its integration partner, so as to leverage the experiences of knowledgeable people in the selection and implementation of the ERP solution that Cisco chose. It narrowed down its options by consulting the Big Six accounting firms and Gartner Group so as to emphasize decision speed and orient the selection process to what people actually used. Cisco also made a good decision by opting for Oracle, equipped with better manufacturing capabilities, to fuel its project, which was strongly driven by...