Essay on Cisco Case

1877 Words Aug 28th, 2013 8 Pages
1. At the start of the case, Cisco’s information systems are failing, yet no one steps forward to lead the effort to replace them. Why is this? Why were no managers eager to take on this project?
Why is this?
When Peter Solvik joined Cisco in January 1993 as the company's CIO, Cisco was a $500 million company running a UNIX-based software package to support its core transaction processing, including financial, manufacturing, and order entry systems. At that time, Cisco was experiencing significant growth. However, the application didn't provide the degree of redundancy, reliability, and maintainability that Cisco needed to meet the business requirements anymore. The current systems may be good for $300 million companies, but they were
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3. Did Cisco do anything wrong in this project? If so, what?
Yes. There are some problems.
1) Overall business performance plummeted as users attempted to deal with a new system that proved to be disturbingly unstable. On average, the system went down nearly once a day. The primary problem, as it turned out, was with the hardware architecture and sizing.
2) A second problem had to do with the ability of the software itself to handle the transaction volume required in the Cisco environment. The design of the application exacerbated hardware problems by inefficiently processing common tasks. Our mistake was that we did not test the system with a big enough database attached to it.” In testing the system, Cisco had run individual processes sequentially rather than at the same time. In addition, only a partially loaded database was used.

4. We often hear that senior management commitment is important for projects like Cisco’s ERP implementation. What does this mean? Senior management commitment to do what? What can top managers do to maximize chances for success here?
1) This means that the support from senior management commitment is a major factor for ERP implementation to be successful.
2) Senior management commitment can provide sufficient resources and priority to motivate the project to implement successfully. In this case study, Cisco set up an Executive Steering Committee, comprised of the VP of Manufacturing, the VP of

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