Cisco

Case Qs
1. What was the model for IT Management in Cisco prior to January,
1994? What were the weaknesses of that model?
2. Why did Pete Solvik initially want to avoid an ERP solution? What
was done to address the concerns of Solvik and Redfield regarding
ERP projects?
3. Why do many general / functional managers resist Information
Systems such as ERP? Why wasn't anyone willing to volunteer to
lead the ERP project?
4. What are the advantages and disadvantages of 'big-bang' ERP
implementation approach?
5. Was Cisco smart or lucky with the ERP implementation project?
Why was there a performance dip after cutting over to the ERP
system?
• Cisco’s Initial Approach to IT Decision-Making

• General Managers and ERP - Why many general and functional

managers do not welcome ERP

• Selection of ERP

• CRPs – Rapid Iterative Prototyping

• Performance Dip
• Emphasis on Speed and Action over Analysis

• Smart or Lucky?

• “Change the system or change the process?”

• Process-enabling information technology (PEIT) implementation

management
• How to Succeed at ERP - Top-down, centralized approach to
implementation

• Best practices - ERP implementation

• Customization