In 2001, Douglas Conant was named CEO of Campbell’s soup, at that time the context was not ideal since the company was lacking in terms of performance and was facing competitive pressure from consumers (price and health conscious), competitors (domination of Kraft and Nestlé) and even from retail partners (private labels). According to Scott (1992 ) and his contingency theory, organizations have to adapt to their environment to achieve success.
Conant’s needed to deal with uncertainty; his goal was to operate a deep business transformation, and information management would be the key to success since information helps to reduce uncertainty, to adapt and to develop a strategy. All for one purpose: to hold the grail of organisational performance. …show more content…
According to Detlor (2009), the fundamental aspect of the organizational perspective on information management is that it perceives information as a strategic asset. Organizational perspective on information management also implies management and control over the full lifecycle of information processes ranging from creation to use for the betterment of the organization itself. As well, information technology plays a critical role (Detlor, 2009, p. 104-105).
The implementation of SAP at Campbell Soup is the result of the company’s need to standardized and integrate businesses in order to achieve growth. The implementation of SAP does reflect an organizational perspective on information management.
One key indicator for that assumption is the critical role played by information technology. Right after she has been named CIO of Campbell Soup, Doreen Wright has decided to focus on IT. She rapidly noticed the lack of harmony within the IT organization, which was creating a mess in the whole company as it was composed of 22 businesses that were taking their own decisions and working their own ways. As she says, “there was no glue”. As a consequence, the company was using the same system, but under different versions and had to deal with more than one thousand …show more content…
This success has been possible because of the management’s awareness of the organisation’s complexity. It has been taken into account seriously, along with the need to adapt to a rapidly changing environment. It has been a success because of the organizational perspective on information management and because of the alignment of SAP with the organizational goals. The success also relies on the change of organisational culture and the consideration of the need to manage behaviours from the start of the project. The company hasn’t been scared to operate a deep transformation and to adapt the whole business to the new Information System. The management has never forgotten the global framework and stuck to the initial objectives in order to create an enterprise-wide perspective for the growth and performance of Campbell
Conant’s needed to deal with uncertainty; his goal was to operate a deep business transformation, and information management would be the key to success since information helps to reduce uncertainty, to adapt and to develop a strategy. All for one purpose: to hold the grail of organisational performance. …show more content…
According to Detlor (2009), the fundamental aspect of the organizational perspective on information management is that it perceives information as a strategic asset. Organizational perspective on information management also implies management and control over the full lifecycle of information processes ranging from creation to use for the betterment of the organization itself. As well, information technology plays a critical role (Detlor, 2009, p. 104-105).
The implementation of SAP at Campbell Soup is the result of the company’s need to standardized and integrate businesses in order to achieve growth. The implementation of SAP does reflect an organizational perspective on information management.
One key indicator for that assumption is the critical role played by information technology. Right after she has been named CIO of Campbell Soup, Doreen Wright has decided to focus on IT. She rapidly noticed the lack of harmony within the IT organization, which was creating a mess in the whole company as it was composed of 22 businesses that were taking their own decisions and working their own ways. As she says, “there was no glue”. As a consequence, the company was using the same system, but under different versions and had to deal with more than one thousand …show more content…
This success has been possible because of the management’s awareness of the organisation’s complexity. It has been taken into account seriously, along with the need to adapt to a rapidly changing environment. It has been a success because of the organizational perspective on information management and because of the alignment of SAP with the organizational goals. The success also relies on the change of organisational culture and the consideration of the need to manage behaviours from the start of the project. The company hasn’t been scared to operate a deep transformation and to adapt the whole business to the new Information System. The management has never forgotten the global framework and stuck to the initial objectives in order to create an enterprise-wide perspective for the growth and performance of Campbell