Case Study: Westjet And IT Leadership
Smith and the senior IT leadership stated that IT was critical success factor that would help WestJet to sustain its growth and succeed in the long term. They agreed that a transformation plan was necessary. Smith and the IT leadership understood that an increase in IT system functionality would increase revenue and would give business units confidence through transparency in operations and quick responses. The changes would help WestJet to expand regionally and internationally. Smith and IT leadership knew for them to achieve the dreams, IT would be re-aligned for top to bottom. The realignment would enable the business to exploit its IT capabilities.
IT had played an imperative role in WestJet’s success, and a transformation could bring
the company up to par with other airlines. Smith must restructure the governance model and overhaul IT operations with the help of the management. The transition from an in-house transformation system to SABRE reveals the needs for transformation at WestJet. After identifying problems such as high resistance to change, the risk of losing employees, IT serving as a stand-alone unit, lack of organization and lack of communication, she proposed new model to bring changes to IT and business goals. The problems show that change is necessary.
The governance model would help Smith achieve strategic goals because she would create five BU-CIO positions headed by an EVP. The people in these positions would ensure activities between business units take place in a coordinated manner. The model also focused on planning and budget. Smith proposed that half of the IT team would focus on operating within IT budget (Munro & Khan, 2013). Thus, IT personnel would prioritize projects and fund high-priority ones. Smith also proposed the establishment of a redundant center that would maintain flight activity in the event of a disaster. Smith also wanted IT operations to have 24-hour onsite coverage to guarantee availability and responsiveness.
An organization that wants to serve its business interests must be aware of its competitive forces. The forces assist company to understand its structure and market position so that it can take appropriate steps to become more profitable. Transformation gives a company a new sense of purpose and enables it to last.
IT had played an imperative role in WestJet’s success, and a transformation could bring
the company up to par with other airlines. Smith must restructure the governance model and overhaul IT operations with the help of the management. The transition from an in-house transformation system to SABRE reveals the needs for transformation at WestJet. After identifying problems such as high resistance to change, the risk of losing employees, IT serving as a stand-alone unit, lack of organization and lack of communication, she proposed new model to bring changes to IT and business goals. The problems show that change is necessary.
The governance model would help Smith achieve strategic goals because she would create five BU-CIO positions headed by an EVP. The people in these positions would ensure activities between business units take place in a coordinated manner. The model also focused on planning and budget. Smith proposed that half of the IT team would focus on operating within IT budget (Munro & Khan, 2013). Thus, IT personnel would prioritize projects and fund high-priority ones. Smith also proposed the establishment of a redundant center that would maintain flight activity in the event of a disaster. Smith also wanted IT operations to have 24-hour onsite coverage to guarantee availability and responsiveness.
An organization that wants to serve its business interests must be aware of its competitive forces. The forces assist company to understand its structure and market position so that it can take appropriate steps to become more profitable. Transformation gives a company a new sense of purpose and enables it to last.