1.
What
management, organization, and technology issues had to be addressed when
implementing Business Sufficiency, Business Sphere, and Decision Cockpits?
·
P&G has been a success due to its robust information
technology and its willingness to pursue new IT innovations to maintain a
competitive advantage. It’s Global Business Service Division is building
analytics such as Business sufficiency, Business sphere and Decision Cockpits.
·
The management dimension of information systems involves Human
resources management, strategy and management behavior:
·
The issues had to be addressed are:
o
Human
Resources Management: Training, (how to train the existing employees to adopt and
use the new tools), hired skillful employees, maintain skillful employees and
compensations.
o
Strategy:
1.
Strategy to make sure that data didn’t leaked and obtained by
competitors
2.
Strategy to make sure that the data obtained have been fully
utilized by the managers and make a decision.
o
Management
Behavior: To develop leaders with capabilities of making good and timely
decisions.
o
Organization
Issues: The organization dimension of information systems involves the
organization’s hierarchy, functional specialties, business processes, culture
and political interest group. Since P & G pursue new IT innovation to
maintain the competitive advantage, the management issues that need to be
addressed involves such as:
1.
Functional specialties – P & G needs to structure back the
functional specialties especially in IT department.
2.
Business processes, it will be changed and aligned with the new
approach
3.
Culture, new culture will be created and how fast the employees
can adopt the change.
o
Technology
Issues: The organization dimension of information systems consists of
computer hardware, software, data management technology and networking /
telecommunications technology (including the Internet). By implementing
Business Sufficiency, Business Sphere and Decision Cockpits, P&G change the
way its gathers, reports and interprets data. Hence, the technology issues need
to be addressed consists of: computer hardware (to suit the program), software
(to upgrade accordingly), data management technology (to store the huge data),
and networking /telecommunications technology (to support the solutions).
2. How
did these decision-making tools change the way the company ran its business?
How effective are they? Why?
·
The decision making tools change the way P&G ran its business
by:
o
Eliminate time spent debating which data to be used, and instead
use the system to assist the leaders to focus on immediate business decision by
using the most accurate data available.
o
P&G data sharing allowing all level of management to access
for decision making according their level of data clearance.
o
Real time solving for every problem occur in the company and it is
solved by the expert directly. This is done through video conferencing between
department and division.
o
Help the company to analyze the business performance gradually in
order to improve its service in every chain of command, from the production
till delivery process. This will increase the company efficiency and they can
utilize all their sources more efficient to gain higher revenue.
o
The usage of efficient teleconferencing by Cisco TelePresence
system has reduce the difficulty to gather related people especially those in
the executive level in a meeting in order to make certain decision.
o
The adaptation of Business Sphere has improved the executive
management to see more clearly all the related data and performance of the
company status in one places.
3.
How are these systems related to P&G’s business
strategy?
·
The P&G goal is to digitize its process from end to end and
the fundamentally change the way its gathers, reports and interprets data. The
analytical solution practice by P&G are:
o
Business Sufficiency – to
furnish the executives with predictions about P&G market share and other
key performance metrics 6 month to 1 year into the future.
o
Business
Sphere – to reveal insights, trends and opportunities for P&G’s
leaders and prompt them to ask focused business questions that can be addressed
with data on the spot.
o
Decision
Cockpits – to eliminate time spent by P&G employees debating the
validity of competing versions of data found in the e-mails, spreadsheets,
letters and report by providing a one-stop source of accurate and detailed real
time business data.
·
By adopting such analytical strategy P&G target to remain the
‘most admired companies’ for its ability to create, market and sell major
product brands. With its effort to improve its information system and pursue
new technology innovation also help P&G to maintain its competitive
advantage in its market.
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