By Thomas H. Davenport
ISBN-10: 0875849067
ISBN-13: 9780875849065
This can be a no-nonsense consultant to the advantages and pitfalls of firm - huge info platforms. what percentage corporations may doubt the promise of an built-in firm approach (ES)? now not many, judging by way of a $15 billion undefined. the mix of an ES as a platform for organizational details and web expertise for having access to it provides as much as the fitting answer for company-wide info sharing in actual time. now not strangely, small and massive businesses all over the world are both contemplating an ES, within the technique of enforcing one, or dwelling with the implications. but, says Tom Davenport, except managers view ES adoption and implementation as a enterprise determination instead of a know-how selection, they're risking sadness "Mission severe" offers an authoritative and no-nonsense view of the ES possibilities and challenges.Suggesting ESs should not the proper selection for each corporation, the writer offers a collection of directions to assist managers assessment the advantages and hazards for his or her corporations. to achieve success, argues Davenport, a firm needs to make simultaneous adjustments in its details platforms, its enterprise strategies, and its company method. Such adjustments are defined intimately with wide examples from genuine businesses. Bolstering his rivalry that ESs may be seen as enterprise vs. know-how tasks, Davenport spells out the explicit enterprise switch pursuits that are supposed to be formulated just before ES adoption and monitored all through its implementation. the 1st strategic consultant to the ES choice, "Mission severe" can be integral to normal managers and data know-how experts in any respect levels of the implementation strategy.
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Additional info for Mission critical: realizing the promise of enterprise systems
Example text
An individual company might have hundreds of individual applications. Even when software vendors began to sell application packages of broader functionality in the 1980s, they were almost always within individual business functions, for example, finance and accounting. We haven't totally left this approach behind today. Companies that don't have an ES still have a variety of standalone systems. Chopping up information systems this way makes it impossible to coordinate planning across different business functions.
Another aspect of this supposed inflexibility is that once an ES is installed in your organization, it's too difficult to change how you work and are organized. ESs are like cement, the critics sayhighly flexible in the beginning, but rigid later. Page 17 There is some truth to these criticisms. One of the greatest difficulties in any ES project is to match the system to one's preferred ways of accomplishing a business process or activity. And most companies have only experienced this problem once; future updates of the system to meet changes in the business may be as difficult as the first go-round.
And when companies figure out how to employ the information resident in their ESs, they'll be able to manage better, making changes in reporting and other management processes, with fewer managers. Companies and economies that make broad use of ESs can expect to grow faster, be more profitable, and increase their productivity more than those that don't. Enterprise systems can also lead to interorganizational transformations and empires of business alliances. Today firms implementing ESs are largely internally focused; tomorrow they can be directed to creating linkages between firms.
Mission critical: realizing the promise of enterprise systems by Thomas H. Davenport
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