Introduction
Cisco System, Inc. an American multinational, headquartered in San Jose, California, U.S.A was founded in the year 1984 by two Stanford computer scientists. The company’s product range involved networking components with routers being the primary product. Tremendous structural \and organizational changes took place in the company during 1988, John Morgridge was hired as the CEO and was responsible to develop a professional management team. Cisco went public in the year 1990, after which its founders sold all their shares and left Cisco. By the year 1997, Cisco was a part of the ‘FORTUNE 500’ companies and was considered among the top 5 companies in return on investment/revenues and assets. Cisco’s exceptional growth continued and …show more content…
It was then that Solvik decided to move forward with his plan of implementing the ERP. This was a smart move made by Solvik, as the revenue earned ensured that the Cisco will be able to afford the implementation of the ERP project. Implementation of such a large scale project requires the support of the top management and employees of the company. Looking at the failure the previous software package, its impact and the sustained growth of Cisco, the board gave their approval for the implementation of ERP.
The project was taken up as one of the top priorities of the Cisco. One of the greatest underlying factors in the success or failure of any organization is the power of its people, and how well that power is focused towards meeting the organization’s objectives (Apostolou, 2000) . The employees were enthusiastic about the new project and saw it as a break from their monotonous tasks. The implementation of the new package would make their work even …show more content…
The team members documentation were prepared to implement a process and would hold discussions with the experts/track leaders in case of any errors or contingencies. The phase also reflected the large number of business processes that could not be supported by the software and required customization/modification. The implementation team would find out the gap’s and prepare a separate customization document which would categorize the modifications (Bistasolutions, 2011) . Cisco was lucky in this concern, even with so many changes taking place the budget was affected in a very small
Cisco System, Inc. an American multinational, headquartered in San Jose, California, U.S.A was founded in the year 1984 by two Stanford computer scientists. The company’s product range involved networking components with routers being the primary product. Tremendous structural \and organizational changes took place in the company during 1988, John Morgridge was hired as the CEO and was responsible to develop a professional management team. Cisco went public in the year 1990, after which its founders sold all their shares and left Cisco. By the year 1997, Cisco was a part of the ‘FORTUNE 500’ companies and was considered among the top 5 companies in return on investment/revenues and assets. Cisco’s exceptional growth continued and …show more content…
It was then that Solvik decided to move forward with his plan of implementing the ERP. This was a smart move made by Solvik, as the revenue earned ensured that the Cisco will be able to afford the implementation of the ERP project. Implementation of such a large scale project requires the support of the top management and employees of the company. Looking at the failure the previous software package, its impact and the sustained growth of Cisco, the board gave their approval for the implementation of ERP.
The project was taken up as one of the top priorities of the Cisco. One of the greatest underlying factors in the success or failure of any organization is the power of its people, and how well that power is focused towards meeting the organization’s objectives (Apostolou, 2000) . The employees were enthusiastic about the new project and saw it as a break from their monotonous tasks. The implementation of the new package would make their work even …show more content…
The team members documentation were prepared to implement a process and would hold discussions with the experts/track leaders in case of any errors or contingencies. The phase also reflected the large number of business processes that could not be supported by the software and required customization/modification. The implementation team would find out the gap’s and prepare a separate customization document which would categorize the modifications (Bistasolutions, 2011) . Cisco was lucky in this concern, even with so many changes taking place the budget was affected in a very small