Case Study –Jack Carlisle, Cio Essays

987 Words Jun 13th, 2011 4 Pages
Case Study 1 – Jack Carlisle, CIO

Godwin Unuigbokhai

MGT 5154 – Advanced Management of Information Systems

Florida Institute of Technology

Case Study –Jack Carlisle, CIO

Executive Summary

Jack Carlisle was hired to restructure and organize IZL IT department in a growing financial services organization that is engulfed with internal turmoil which saw a sudden replacement of the company's CEO Chuck Hansen. Jack Carlisle as a straight shooter must assess the changes, both tactical and strategic, in an environment in which IT was not well managed to align with business operations and gets criticized by peer executives from the standpoint of both a professional and career.

IZL Corporation is plagued by many
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Emphasis on business decisions must be articulated that it meets the overall goals and objectives of the strategy.

The management of IZL Corporation must understand the need to align information technology with its business strategy. This must be seen as an added value that stirs the strategy to be efficient, competitive and cost effective. One of the ways information technology can be developed for IZL efficiency is create an interactive process through application development that serves the needs of its clients and as a result shift cost.

IZL’s information technology clearly needs a new transformation and structured as an integral component that must align with the company’s business strategy. The goal must be to use information technology infrastructure to enhance and deliver services that ultimately achieves competitive advantage and as such, institute a proactive culture rather than a reactive culture.

Alternative Strategies / Implementation

New ideas embedded in business strategies requires the buy-in of all key players in the organization. Progress cannot be held hostage just for the fact that a segment of the company are unwilling to embrace change and realize a different and new emerging playground. Leaders must lead. As a first strategy, change must begin from top and as such under-performing executives who perhaps cannot freely embrace change or align with technologies and innovations

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