Pete Solvik made a very good decision to upgrade the existing information system by implementing ERP when the company encountered a major shutdown for two days. One reason the project became successful was because of internal recruiting. The team consisted of the best business people. The company just did not rely on IT department‚ instead IT and business people worked together to meet the core objectives. The estimated costs and time to complete to the project matched closely with the initial
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EXECUTIVE SUMMARY January 1994 Cisco’s legacy system surpassed its standard modification requirements and encountered a malfunction that resulted in corrupting the database. The company was almost completely shut down for two days. It became clear that the legacy system would not continue much longer and a solution was required. Cisco was faced with the dilemma of selecting from three potential solutions to the system issue: 1) Upgrade to the new version of the legacy‚ 2) Implement a single
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complex‚ high-cost enterprise-wide projects are often avoided by managers for fear of failure. No one wanted to go to the Board of Directors to request the funding without sound business justification. Until the system outage occurred‚ it would have been more challenging to develop a compelling business case to replace all systems and spend $15 million doing so. Essentially‚ managers are afraid to take the risk to lead a multi-million dollar project because if they fail‚ they can lose their jobs. But
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PG0-002 MAY 6‚ 2011 PANKAJ GHEMAWAT RAVI MADHAVAN Mittal Steel in 2006: Changing the Global Steel Game On January 27‚ 2006‚ Laxmi Niwas Mittal (LNM) and his son‚ Aditya Mittal‚ Chairman & CEO and CFO respectively of Mittal Steel‚ prepared for the press conference at which they would announce Mittal Steel’s unsolicited €18.6 billion bid to acquire the European steelmaker Arcelor. Although Mittal Steel had been a prime mover behind the consolidation of the industry—and most participants
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Financial Analysis Of Cisco Systems (2005 – 2007) Document Owner(s) Elvira Solanes‚ Keith Allen‚ Sachin Yadav‚Vijay Shankar‚ Xiaochen Wu Table of Contents Introduction 3 Company Overview 3 Financial Summary 3 Product Lines 4 Routing 4 Switching 4 Enterprise IP Communications 5 Security 5 Home Networking 5 Optical Networking 5 Storage Area Netwroking 5 Wieless Technology 5 Social Responsibility 5 Corporate Governance 6 Reporting Strategy 6 Organization Structure 6
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Content Executive Summary 3 Case Synopsis 4 Strategy Analysis Error! Bookmark not defined. Problems Analysis 6 Firm-Based Value Chain Model 6 Model Application at Cisco 8 Implementation Opportunity Analysis 9 Implementation Effectiveness 13 Tangible and intangible cost estimation. 13 Tangible and intangible benefit estimation. 14 Conclusions 15 References 16 Executive Summary Cisco Systems made the decision to implement a new company wide ERP system. Cisco initially was running a
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Case Study Report COMPANY NAME/WEBSITE/INDUSTRY Cisco Systems/ www.Cisco.Com /Telecommunications Industry BACKGROUND/HISTORY Cisco Systems is an industry leader in network technology. Their primary business is technology that is used to enable communication with people all over the world with multiple functions. Whether it be email‚ voice video or general applications these service are transported over Cisco Networks. The current CEO is John Chambers who has held the position since
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internal‚ value-creating activity that is central to the company’s ability to achieve a competitive advantage. • Distinctive Competency – An internal‚ value-creating activity that is unique and allows a company to achieve a competitive advantage. • Capability – A company’s ability to put its resources and competencies to productive use. Core competencies are rarely reliant on a single department – they are more likely to owe their existence to a strong collaboration between two or more departments.
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Cisco has gone from a nimble technology innovator with huge market cap to one struggling to hold onto declining market share and maintain relevance. This paper outlines management strategies used during its ascent‚ problems facing the company recently and recommendations for the future. (1) Cisco’s approach to its culture and structure was suitable to accomplish its strategy and deal with a competitive market. Because the networking industry is rapidly changing‚ Cisco needed to adapt to the
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GEB 1101 March 10‚ 2013 CISCO CASE STUDY Cisco is a San Jose‚ California based company’s “virtual close” software. There was a before and after to Cisco. The primary key issues facing Cisco in 2001 were that the software was not giving adequate information‚ the employees of the company overlooked economic factors associated with any business‚ and the company was trying to fill orders that were unsustainable. What Cisco’s systems didn’t do was model what would happen if one
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