Stars Case Analysis Essay

1425 Words Oct 23rd, 2014 6 Pages
A CIO’s Challenge for STARS Air Ambulance The case study for STARS Air Ambulance presents an organization in the midst of a transition to a new CIO, Sharaz Khan. Khan entered STARS to discover a severe need for the business and IS infrastructure to be addressed. STARS had previously done much of its strategic planning without the inclusion of IT, which has led to many issues organizationally. Although there are many challenges ahead, Khan must assess and prioritize the problems while gaining support from the CEO and other management as a new member of the organization. It is clear from STARS operations that technology plays a major role in the success and effectiveness of being able to save lives in the cases of emergencies. The …show more content…
This lack of control over distributed resources is the first major challenge the new CIO must address. Without control, it is difficult to gauge the level of priority, spending, and effectiveness for all projects. Although there are many critical tasks for Khan to focus on in the future, consolidating the IS department is a present issue that should be focused on first to gain credibility and trust of management. In order to foster change, “the first job of IS management is to get the ‘today’ operation in shape. Until that task is accomplished, CIOs will have little credibility with top management” (McNurlin, 2009). The CIO needs to eliminate use of excess contractors and consultants, and work with the other departments running individual systems projects to consolidate control and save money. Once he has harnessed control of all IS operations, he can eliminate problems of employees contacting favorite IS staff (contractors) to resolve issues, and begin to clearly define roles. Due to the efficiencies gained there would be immediate financial benefits to Khan’s decisions, and he would gain the trust of management enabling support to initiate longer term future changes. Although the new CIO needs to harness control over IS projects run by other departments, he needs to be careful with his next challenge: eliminating the “glass wall” between IS and the rest of the organization. The separation between the two has proven to be costly to many organizations, as

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