Cisco Essay

1694 WordsOct 10, 20117 Pages
Illustrates the challenges associated with centralizing IT decisions at Cisco after a decade of decentralized planning and project funding. When Brad Boston became Cisco's new CIO in 2001, he found that managers were starting to get frustrated with the results of their latest IT initiatives. Boston believed that Cisco needed to focus on its global infrastructure before investing in more functional tools and applications. Under the leadership of Boston and an executive operating committee, Cisco selected three major enterprise projects that required an unprecedented level of process planning and cross-functional cooperation, a major change from Cisco's legacy of entrepreneurial drive. As these three projects started to wind down in 2004, Boston and the operating committee were thinking about what types of new projects the IT organization should support. Raises issues about change management, centralized planning, IT prioritization and resource allocation, enterprise cooperation, and project funding. This case is an example of what happens if the business units are left on their own without any centralized monitoring. The decisions made in the business units may not meet the company strategy and will create a flood of duplicate, conflicting projects and solutions that does not utlize the IT budget effectively. This case as well as the Volkswagen case illustrates that either totally centralized or a totally de-centralized IT functions will eventually lead to un-controllable problems and issues that will prevent the company from achieving their strategic goals. While diverting from these models, care should be taken to consider the culture of the company, because the change will be met by resistance. Strong govenance will deter these resistance and bring them together to form a unified solution. Again this case has stressed the importance of collaborating between all

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