Business Essay Example | Topics and Well Written Essays - 1250 words - 2

Business - Essay Example In addition, he terminated a central IT steering committee and replaced it with another new structure that pushed IT investment decisions to the line organizations. However, these operations were coordinated by the centralized IT organization. A web based service system (Cisco.com) was the primary style in use at the network level so as to spread company’s operations all across the globe. At the data level, the company employed a client-funded-project (CFP) system. This system mainly strengthened each function to control its own IT budgets. The company’s IT department enabled easy integration with acquired business organizations. To conclude, Cisco spent whatever needed on IT aiming at the operational efficiency of the organization. 2. Cisco faced many difficulties with its internal IT by 2001. The September 11 terrorist attacks and resultant internet bubble burst greatly added to the technology failure in Cisco. Lack of common order-status tool was the man issue that c aused severe issues with Cisco’s internal IT. Although, the company had nine different order-status tools at the end of 2001, none of them were providing the desired outcomes. Therefore, the company pumped more and more money toward the development of such customized tools. However, it was necessary to have some efficient customized tools so as to instantaneously check the order-status while interacting with the customers. Therefore, each company business leader separately paid to get some efficient tools that looked up data about customer orders. â€Å"As a result, each of the tools pulled data from different sources that used different definitions for key terms† (Mac Fee et al, 4). This situation caused some confusion in the organization since the multiple databases created conflicts in order-status reports. It was also observed that IT decisions were made without practicing centralized group checking for conflicts and redundancies. Similarly, lack of centralized pla nning was another major problem that had intensified Cisco’s internal IT difficulties. In the case of ERP system also, many groups had built specialized tools. Hence, the Cisco faced many difficulties to upgrade a newer version of the ERP system as it necessitated the disablement of a number of custom interfaces. As a result, the ERP system did not help more in this situation. 3. The Business Process Operating Committee (BPOC) was a cross functional decision making group established by Cisco in late 2002. This committee included major persons at the helm of affairs of the Cisco. The major objective of this group was to set and drive corporate priorities for the company. The BPOC management team mainly focused on its enterprise-wide productivity. As stated in the given case (7), so as to facilitate this function, the BPOC’s leadership dealt with formulation of key operational policy decisions, alignment of similar initiatives across the company, development of Ciscoâ₠¬â„¢s corporate business process framework, and enforcement of decisions with attention to execution and accountability. It must be noted that the BPOC was not established for funding the economic operations of Cisco. On the other hand, its main intention was to provide effective recommendations for the Cisco’s management regarding the company’s IT spending. The BPOC had a precise authority over the company operations since it dealt with projects that were