Rolls Royce Integration System

476 Words2 Pages
Rolls Royce began to use an Enterprise Resource Planning System in the late 1990’s due to a large amount of date produced and processed. Finally in 2001, Rolls Royce implemented SAP, an Enterprise Resource Planning platform, into their company. (1) The way Rolls Royce approached the changes from beginning to end was extremely organized and beneficial to the company as a whole. The strategy they used was valuable to all employees involved in the system’s implementation because as stated in the case it was “rolled-out” meaning it was brought into the company in phases within three groups that were focused on different problems, yet still combining their decisions together for the best solution. (2) Along with this strategy, they had an admirable information technology team who worked with management of Rolls Royce, EDS specialists, and SAP consultants. All of these professionals operated in the proper manner for a phase-like strategy, meaning all companies worked with Rolls Royce and each other consistently to create an easy and successful system change. As stated earlier, they divided into three groups focusing on different problems; cultural, business, and technical. Cultural focused on company users and how susceptible they were to the alterations. Business focused on how to incorporate SAP into Rolls Royce business structure. And lastly, technical focused on Rolls Royce data and how to keep it accurate through the implementation from the old system to the new. By focusing on a phased integration, this seemed successful and useful to Rolls Royce and SAP because this allowed all employees to adjust to the alterations made to the system they use on a daily basis. The company’s implementation was organized and focused on the effect it would have on the company’s employees which in the end would better the company in the end. They made sure that it was a solid
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