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Cirque Du Scvcvboleil - Importance of IT
Cirque Du Scvcvboleil - Importance of IT
The company implemented SAP software for human resources, logistics and finance in 2000 and,
later, installed a full-blown version of SAP's enterprise resource planning software for procurement,
costume manufacturing, and event and artist scheduling. But it was using Microsoft Windows 2000 and
Office XP for most of its other applications, including the company's Web site, its intranet, the point-of-sale
system, and myriad other programs such as one to track the performers' medical records.
Most of these applications, however, couldn't communicate with each other. Moreover, the
individual troupes traveling through North America or Europe were running their applications on different
operating systems, and as a result, these troupes acted more like independent businesses instead of parts of
a larger organization. And the arrangement made it difficult for workers across these different business
units to collaborate, Savoie says.
"We had data in lots of different places, but could only combine it and analyze or utilize it
manually," she recalls.
As recently as six months ago, for example, production managers on any traveling troupe arriving
at its destination would begin by conducting an inventory of all the equipment needed for a given
performance. The lights, speakers, stage, decorations and the posts needed to suspend the enormous tent
were all tracked with paper and pen. And when the manager realized something was missing, he or she
would have to pick up a phone and call back to company headquarters in Montreal to get a replacement.
Usually, the item in need made it to the location in time for the performance. When it didn't, the
crew would either have to buy a replacement locally, scramble to get it from another troupe or just do
without.
Equipment's one thing, but performers are harder to replace in a pinch. There is a finite number of
people on the planet who can pull off the acrobatic feats that take place during a Cirque du Soleil show.
There are more than a dozen Olympic medalists in the organization.
Scheduling performers based on the characters needed for each show is a full-time job. Each
character has specific costume and makeup instructions, which are stored in a database. Then there's the
matter of feeding the performers and support staff. In these traveling "cities," more than 300 meals are
prepared each day requiring thousands of pounds of meat, seafood and fresh produce.
Getting on the Same Page
To give employees access to data and tools from more than 200 applications running on multiple
operating systems, Savoie embarked on a year-long project to install IBM's WebSphere Business
Integration Server Express Plus software to connect her disparate systems.
The goal: Organize all the application environments onto a single, standardized platform for
access and development.
"We wanted to [streamline] our in-house applications with the financial data we have with our
SAP applications to create one vision of all our information," Savoie says. "We needed a common language
for all our applications."
The IBM WBI Express software was implemented on IBM eServer xSeries 245 and 355 systems.
The project took just over a year from start to finish and cost roughly $175,000.
Savoie and her team, along with IBM consultants, broke up the project into four separate pieces.
The first phase took place during 18 weeks in which Cirque du Soleil's information-technology
staff and IBM consultants deployed the methodology of the project. They essentially determined what
functions and applications they wanted to integrate into the SAP planning system as well as how they
wanted to collect, disseminate and access information from the various applications.
"This is the most important part of any integration software implementation," says Yefim Natis, an
analyst at Gartner who tracks IBM WebSphere implementations. "You don't just plug this in. You have to
think through all the processes and get all the people involved in the same room to discuss what they want
and how they want to do it."
Savoie says this part of the project was fairly straightforward. For example, they didn't want to
reconstruct existing connections between applications used in the field by production managers. They
merely wanted to be able to gather all the inventory, sales and performer data into one field and have it
accessible to everyone from either a PC or a handheld device.
Next, Cirque du Soleil spent four months building the Web interface to the planning system so that
information could be accessed, edited and analyzed from the corporate intranet. The project was completed
in May.
Under the five-month-long third phase, financial information was consolidated. Data on ticket
sales, procurement, merchandising and other financial matters that had been stored separately on either the
Windows operating system or the SAP system was now connected so that executives could get a snapshot
view of the entire company.
Finally, the developers spent the last 2 1/2 months integrating the Cirque du Soleil intranet with its
online help-desk system so performers, managers and other staff could resolve problems quicker instead of
exchanging phone calls about scheduling deliveries or other issues.
Now that everyone had access to the same information regardless of the application or operating
system from which it had originated, Cirque du Soleil could begin to make strategic business decisions with
a global vision.
For example, when a key performer was unavailable to work because of illness or injury, the staff
could sift through the database of all performers with that particular expertise from any computer in the
organization. Then they could find a replacement who was available and closest to the production in need.
At the same time, they could pull up the performer's work history, measurements and biography to aid the
costume designers in making alterations, and the marketing staff who create the programs and advertising
materials.
All sales conducted at the fixed and mobile sitesT-shirts and the likeare now automatically
downloaded to the system and available to executives in real time, rather than an unpredictable and often
delayed collection of manual documents from far-flung locations. When new products are needed to stock
the show in Sydney or Seattle, Cirque du Soleil now knows exactly how many T-shirts it needs by size and
style, and can order them in bulk for delivery the next day.
"The operational efficiencies are important, but the flexibility our developers now have is just as
important," Savoie says. "Now, when we install another best-of-breed application or develop one of our
own, we don't have to worry about what works with which system. We know that it all can be adapted to
one common language."
Efficiency Behind the Scenes
Back on the streets, the production managers are also benefiting from the behind-the-scenes
improvements made in Montreal.
Now that the integration software has been implemented, production managers use an entirely new
system to create an inventory of equipment necessary for the new mobile "city." Instead of checking off a
paper list of all the lights, cameras, speakers and stage materials needed for a production, each piece of
equipment is tagged with a bar code that's scanned by a handheld device connected to the network.
Cirque du Soleil says these mobile devices have cut in half the time it takes to inventory an entire
180,000-square-foot mobile city, and virtually eliminated errors.
"It's something that no one sees because it doesn't affect the day-to-day performance," Savoie
points out. "It's too early to say exactly how much money we've saved, but I know that going forward, the
time we'll save just on the development side makes it worthwhile."
Reduce development time for software connecting business and performance-related applications
from eight to six weeks.
Trim time spent connecting business software applications to corporate intranet from 20 to 16
weeks.