Background When the company began, Cirque du Soleil was aiming to reinvent how the circus was delivered to its audiences and highlight the street performer style that its founders had grown to love in Quebec (David & Motamedi, 2004). Since their early beginnings in the 1980’s, Cirque has created a unique business structure to support its unique business model. For starters, they are a mobile company. A handful of their shows are presented as a circus would, in the middle of a large field. With that comes the challenge of connectivity, not only did they need to be connected to power, but they also needed to be connected to the soul of Cirque. In addition to the mobile business, they also support permanent shows in three locations as of 2008
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This was an intranet at Cirque du Soleil that housed knowledge and was referred to as the “bible” for the company (Rivard et al, 2012). Savoie and her team committed to the design, implementation and maintenance of this system. It was the foundation that would support collaboration across the business.
Without developing a strategic plan that aligned business processes with organizational goals, Cirque du Soleil would not have been able sustain such substantial growth. Danielle Savoie dedicated her first three months on board as CIO to ensure she fully comprehended current process and to analyze the current application of IT that was involved in these processes (Rivard et al, 2011). She described that “what we’re actually building is a village… a village that is practically self-sufficient… a village that moves every six or seven weeks, which means that it has to be constantly torn down and set up again” (Rivard et al, 2011). The complexity involved in this and the necessary precision makes the efficiency of these processes paramount to success. Through introducing a new strategic plan, Savoie was able to realign their IT strategy with the Cirque’s overall strategy “to invoke the imagination, provoke the sense and evoke the emotions of people around the world” (Rivard et al, 2011). She developed a plan of how IT could enhance the Cirque’s technologies and services so they can more easily conquer business objectives and ultimately better their bottom line. They developed an IT architecture that delivered valuable technology which supported “the entire process chain” (Rivard et al, 2012). IT provided platforms to store information, knowledge, and processes that enhanced the efficiency of the Cirque’s
This was an intranet at Cirque du Soleil that housed knowledge and was referred to as the “bible” for the company (Rivard et al, 2012). Savoie and her team committed to the design, implementation and maintenance of this system. It was the foundation that would support collaboration across the business.
Without developing a strategic plan that aligned business processes with organizational goals, Cirque du Soleil would not have been able sustain such substantial growth. Danielle Savoie dedicated her first three months on board as CIO to ensure she fully comprehended current process and to analyze the current application of IT that was involved in these processes (Rivard et al, 2011). She described that “what we’re actually building is a village… a village that is practically self-sufficient… a village that moves every six or seven weeks, which means that it has to be constantly torn down and set up again” (Rivard et al, 2011). The complexity involved in this and the necessary precision makes the efficiency of these processes paramount to success. Through introducing a new strategic plan, Savoie was able to realign their IT strategy with the Cirque’s overall strategy “to invoke the imagination, provoke the sense and evoke the emotions of people around the world” (Rivard et al, 2011). She developed a plan of how IT could enhance the Cirque’s technologies and services so they can more easily conquer business objectives and ultimately better their bottom line. They developed an IT architecture that delivered valuable technology which supported “the entire process chain” (Rivard et al, 2012). IT provided platforms to store information, knowledge, and processes that enhanced the efficiency of the Cirque’s