it would be a mistake to view CiscoÐ²Ð‚â„¢s successful ERP implementation from the perspective of a stand-alone IT project. By the time the ERP implementation project was undertaken in June of 1994, the Ð²Ð‚ÑšBig BangÐ²Ð‚Ñœ approach was really necessary at Cisco, they were forced to do it in order to stay in business.
The key success factors in CiscoÐ²Ð‚â„¢s ERP implementation were: 1) maintaining a focus on core business objectives and integrating ERP implementation with overall business strategy; 2) selection of the Ð²Ð‚ÑšhungryÐ²Ð‚Ñœ and financially strong vendors; 3) compilation of the best staff on Steering Committee, and put the Ð²Ð‚Ñšbest peopleÐ²Ð‚Ñœ on team; 4) full support of top management from the very early beginning, but threat to fire CIO upon failure; 5) ERP project was the top priority; and 6) perfect diffusion of consultancy and vendor
Cisco represents the classic, accelerated Enterprise Resource Planning implementation approach. They managed to have implemented ERP in nine months for $15 million, in comparison to the competitors where the average implementation time was 24 months. There is no question of the fact that CiscoÐ²Ð‚â„¢s ERP implementation was an unqualified success. There is also no question of the fact that ERP implementation not only contributed to the companyÐ²Ð‚â„¢s growth and success over the next several years, but actually served as the foundation for CiscoÐ²Ð‚â„¢s strategy. Cisco had many advantages as they embarked on their initiative. They were much smaller then than they are now, and had a relatively simple legacy environment. However, at the time Cisco was also experiencing exponential growth and the failure of their legacy information systems. The management team made right decision at right time to get the system selected, implemented and stabilized in a relatively short period of time.
Other business can use Cisco as a benchmark in their own implementation of ERP. Whether or not other businesses would then...