GSB 522 Rich-Con Steel. Rich-Con Steel. Rich-Con Steel . How big a risk did Sawyer think she was taking when she decided to implement the BAI system? Why was there such a severe meltdown after the new system went live? What were the principal root causes? . Root Cause.
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How big a risk did Sawyer think she was taking when she decided to implement the BAI system?
Why was there such a severe meltdown after the new system went live?
What were the principal root causes?
Marty Sawyer’s failure to recognize this system as strategic – lack of leadership/insight/proper planning
PEIT implementation brings new business processes and business process change is organizational change:
The Centrality of General Managers for IT Success
Types of decisions facing general managers with respect to PEIT have far-reaching consequences:
A Model for Implementing Process-Enabling Information Technology
Descriptive causal link between factors and pitfalls
Prescriptive strategies for managers to influence implementation
Understanding causal links between factors and pitfalls can help managers identify ex ante the most significant non-technical threats a given PEIT implementation project will face.
Strategy categories to attempt to counter threats:
Level: at which project is governed
Style: managerial style adopted
Phasing: intended timeline and milestones
Scope: number of sites, divisions, geographies, functionality
Preparation: resources devoted to preparing the organization and its members prior to cutover
Teams: What would you do if you were Sawyer at the time of the case?
Continue to use new system vs. pull the plug.
Tried to continue using the system.
Able to stabilize system but too much damage
September 1999 the Sawyer family sold Rich-Con to Falcon Steel