1. What concepts in this chapter are illustrated in this instance?
Symantec Corporation started out with good purposes. Shortly after geting Veritas it began an ERP rollout that was designed to standardise and unite the Symantec and Veritas information systems. The end was to make a individual ERP system. within which all of the company’s extended web of resellers. planimeters. distributers. and clients could put orders for over 250. 000 different merchandises Symantec offered in the same manner. That follows the basic construct of endeavor systems which are based on a suite of incorporate package faculties and a common cardinal database. When new information is entered by one procedure. the information is made instantly available to other concern procedures.
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Although companies can rewrite some of the package in ERP systems. the package is remarkably complex and extended customization may degrade system public presentation. compromising the information and procedure integrating. If companies want to harvest the maximal benefits from endeavor package. they must alter the manner they work to conform to the concern processes in the package. Although Symantec and Veritas had each used Oracle E-Business Suite 11d prior to the amalgamation. both used extremely customized versions of the systems that made integrating a daunting undertaking.
An inspection and repair of the combined company’s endeavor systems was needed to fall in together Symantec and Veritas’s informations from cardinal concern procedures. Enterprise systems help big companies enforce standard patterns and informations so that everyone does concern the same manner worldwide. Enterprise systems aid houses respond quickly to client petitions for information or merchandises. Unfortunately. the two companies bungled the execution of the endeavor system about from the beginning.
2. What direction. organisation. and engineering factors were responsible for Symantec’s troubles in passing its ERP systems?
Management: Most of the issues were due to the company’s myopia in implementing Project Oasis. The initial reaction to the launch of the new system was unquestionably negative. Once clients reached a Symantec employee. they could pass up to 20 more proceedingss trouble-shooting jobs. and were frequently told that there was nil that could be done. There was merely excessively much alteration happening all at one time for typical clients to manage. Partners were unhappy with Symantec’s slow response to many of the jobs.
Organization: The company was unprepared to run into the increased demand for client support after the rollout. Symantec neglected to organize the development of its new ERP system with the launch of other merchandises from different divisions within the company. The alterations to the licensing system were non coordinated with the remainder of the undertaking. Customers were unhappy with alterations to the stock-keeping unit merchandise system ( SKU system ) . Symantec had overlooked the demands of many clients while planing a technically sound but user-unfriendly ERP system.
Technology: Both companies used extremely customized versions of Oracle’s E-Business Suite 11d prior to the amalgamation. Users struggled to treat the big sum of information provided to them and were overwhelmed by the increased figure of stairss. all of them new. required to put orders. Some smaller distributers and spouses didn’t update their systems to manage the new SKUs and were unable to subject purchase orders electronically. After the rollout. licensing became much more hard for Symantec’s clients and spouses. coercing them to wait multiple hebdomads before having their licences.
3. Was Symantec’s response to the job adequate? Explain your logical thinking.
The company initiated a follow-up undertaking named Project Nero. The end of the undertaking was to recapture the trueness of clients who were disenchanted by the alterations brought approximately by Oasis. The undertaking reached out to clients and fixed the jobs with the information systems to better response times and streamline operations.
The company began by adding over 150 new client representatives to manage the increased volume of calls. cut downing wait times and increasing client satisfaction. Executives traveled the state to better dealingss with enraged clients and spouses. The company introduced a maestro list of merchandise releases readily available and standardized its communicating methods between sections sing new undertakings and alteration direction.
Symantec used Net Promoter methodological analysis to step and increase client trueness. The consequences identified specific unfavorable judgments and client jobs and dramatically aided Symantec in rectifying those jobs. Undertaking Nero helped the company weather the worst of the crisis. However. the company does non let go of the consequences of its Net Promoter studies to the populace so the extent to which it has repaired its repute is ill-defined.
4. What would you hold done otherwise to forestall the execution jobs that arose at Symantec?
Student replies will change but some of the rules that should be included in their replies are:
Even the most careful planning and well-designed systems can rapidly travel amiss if clients are unable to do usage of the new system. Enterprise applications involve complex pieces of package that are really expensive to buy and implement. The entire execution cost of a big system. including package. database tools. confer withing fees. forces costs. preparation. and possibly hardware costs. might amount to four to five times the initial purchase monetary value for the package.
Enterprise applications require non merely deep-rooted technological alterations but besides cardinal alterations in the manner a concern operates. Business processes must be changed to work with the package. Employees must accept new occupation maps and duties. Most implementation undertakings fail or experience tremendous jobs because executives. directors. and employees did non understand how much organisational alteration was required.
Specific Symantec jobs that possibly could hold been avoided: • Communicate with employees better to antagonize the negative attitude towards the undertaking. • Communicate with clients and distributers better about the approaching alterations. • Make certain all of the systems that were altering were coordinated throughout the organisation. • Not alter as many systems all at the same clip. Even though stretching the execution out over a longer period may hold cost more money. possibly it would hold prevented some of the monolithic jobs overall.
5. If you were a spouse or client of Symantec. would you hold switched sellers in response to the ERP inspection and repair issues? Why or why non?
Student replies will change. Some rules to maintain in head are:
Enterprise applications introduce exchanging costs that make it really dearly-won to exchange sellers. Companies become dependent on the seller to upgrade its merchandise and keep the installing. Many of Symantec’s spouses and smaller distributers were reliant on Symantec and possibly could non afford to exchange sellers. That would intend they would hold to exchange all of their internal systems at great cost.
Customers are frequently loath to exchange sellers based on historical relationships. If the jobs seem impermanent. the clients will hang on. If the jobs seem unsurmountable. some clients will abandon the sinking ship.
