1. How hard do you think installing Otisline was in 1990?

The revolutionary Otisline system changed how the company related to its customers, and it helped them specify which problems needed solving immediately. Mechanics and professionals could be dispatched within seconds of identifying a problem Otisline certainly would have had faced difficutlies during implementation, not least of which making sure the inflow and outflow of information was timely and organized. One of the more difficult things about Otisline was the fact that it consolidated so many different functions under one efficient data centre. It encompassed service repairs, complaints, customer reporting, and paved the way for Otis to shift from a manufacturing to service company. When it comes to company approval, however, I think having the staff on board was very important and helpful in making Otisline a success. Otisline was a very primitive form of early IT, making use of primarily call ins to analyze and work with data to be more efficient. What now would encompass entire systems of calling, recording, and interpreting was done by centers with 160 people over two decades ago by Otis. The success of this system lies in how dedicated the people were in abiding their one rule—quick response time. 2. The IT tools being used by Otis in 2004 are simple—databases, workflow software, Intranets and Extranets, email—but the benefits appear to be extraordinary. How can this be? All these tools came together for one purpose: to eliminate unnecessary processes and streamline everything to help Otis become a properly service-oriented company. The company focused on streamlining information processes so that updating and communication was seamless and effective. Several departments became closer and lost all red tape. These tools helped in the performance and delivery of their installation and maintenance processes, Also, the benefits were palpable simply because management saw that they needed to require everyone to be on board with it. All departments on all offices under Otis knew that this system spanned their entire value chain. The impact of the new system made for efficiencies across the board. In addition, these seemingly small and innocuous functions like email, databases, etc, would not work as successfully if it weren’t for Otis’ complementary resources. These tools would not do much in themselves, without people and other levels of the company properly on board to utilize them. For example, when fieldinstallation supervisors visited sites, they used the system to record and relay information. 3. An Otis manager states that “with the e*Logistics program, best practice from SIP are baked into the organization and institutionalized to achieve continuous transformation.” How do the systems that comprise the e*Logistics program bake in an institutionalized best practice?

Being baked into the institution simply showed the E*Logistics was present across the board. however. E*Logistics had to become so important to be efficient and vice versa. They needed to undergo substantial training and familiarization. around all the processes and everyone under Otis had some sort of interaction with the system. communicate with each other through this cloud system. until the company simply cannot function without it. Over a thousand employees worldwide would have to use the same system and synchronize their activities. especially since this will help Otis understand their customers even more than they already do. that Otis can go another step higher in fully realizing their dream in becoming a service-oriented company. This integration and seamless adaptation of a system into the company’s human resource shows us how this program was “baked” into the company. I do think. The E*Logistics system is essentially a software that was customized for the company. Enabling the system also required the full support of everyone in staff. and they had to understand why this was for the benefit of not just their own departments but for individual workers as well. Reusing and reworking it to be integrated or work with CRM systems can prove wonders. . Otis can use this incumbent system and reuse it with more commercially-proven software like ERP. which they did towards the end of the case.

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