The network that was created did not allow strong manipulation and control by the individuals in charge of it governance. Unable to make adjustments to the network configuration, the problem only continued to persist until it caused the ultimate collapse of the system. John Halmaka learned a number of crucial lessons from the horrifying experience. First, I was crucial to keep experts involved in the maintenance of the network. Secondly, it was crucial for the organization to not allow a single piece of the it strategy be the "sole point of failure," (McFarlan & Austin 2005 p 10). Then, the it department had to learn to keep up-to-date with everything and to beware of potential internal threats in the form of users who know to much about the system as a whole. Implementing a thorough change control for the network was also crucial; along with allowing the network to be...
Moreover, there was the lesson that there "are limits to customer-centric responsiveness," having more efficient back up procedures and alternative access methods (McFarlan & Austin 2005 p 11). The final lesson was the idea of managing the network components through a life cycle style of management. Essentially, these lessons were important for the organization to compile, but they should have been learned at a much earlier stage of the network development. One of the major elements missed in these ten lessons then resides within the planning and design process. Not enough evaluation and criticism had been put in to avoid the disaster, which should have been a major lesson learned in the overall process.
Harvard Business School Case Study: Parker's Biscuits China is quickly becoming just as much of a consumer as it is a major international manufacturer. This has led many foreign companies to begin working in China, not just to manufacture and export goods, but to sell to Chinese consumers as well. The food industry had slowly begun bringing in foreign snacks and goods to serve this growing Chinese consumer base, showing that
Harvard Business School case - "Zara: Fast Fashion," due a hard copy submitted Oct. 7. In write-, address question: Q: Assess adding potential arbitrage Zara. Should Zara increase arbitrage considers expansion prospects U.S. I concise write- exceed single spaced pages. Zara: 'Fast Fashion' case study Zara: 'Fast Fashion' case study Assess the value adding potential of arbitrage for Zara. Should Zara increase its use of arbitrage as it considers expansion prospects in
Harvard Business School Case Study: "TRW's Information Services Division: Strategic Human Resource Management The Strategic human resource management process initiated by Will Sproule was a very smart initiative for the purpose of increasing the organizational effectiveness of the company. However, there were some issues that need to be addressed. As discussed in the case, when this change process was initiated, it faced several hurdles which made the achievement of objectives
By the same token, an American citizen, say of Iranian decent has very little choice in self-defining their "ethnicity" since there is not a category for Arab-American -- instead, they must be White/Caucasian, which in some cases, is how they self-view, in other cases, not at all accurate for a political "count." The task then, for political leaders, is to ensure that numbers, used for judgment, dividing, and even
Harvard Case Shouldice Hospital: A Case Study in Expansion The Shouldice Hospital, as it is described in the case analysis serving this discussion, is a highly progressive hernia treatment facility which not only specialized in this particular surgical procedure but which also provides a unique setting for convalescence. Through the promotion of ambulatory recovery and the creation of a context which is both clinically excellent and highly social, Shouldice offers a positive
growing sales, Dakota Office Products saw its profit margin evaporate in fiscal 2000 as expenses became untenable. Anxious to restore profitability, Dakota Office Products (Dakota) turned to our firm in order to determine the culprit behind these runaway expenses. In order to do so, we looked to the financial statements provided to us by John Malone, General Manager at Dakota and spoke with Dakota's Controller, Melissa Dunhill, and Director
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