Case 1

Delivering Business Value with IT at Hefty Hardware

Abstract
Hefty hardware is a North American retailer corporation. They intended to introduce a business
strategy from Savvy Store to boost their customer service. This strategy involves enhancing
customer experience by means of digital and multimedia information, which needs IT support.
However, the partnership at Hefty hardware is currently ineffective and inadequate among IT
and business departments. The present relationship between IT and company was clarified in this
article. The new IT and company vulnerabilities at Hefty still existed. In this article, I have made
the strategy clearly known, which is to enhance the efficient execution of the Savvy Store
program and to establish fruitful collaborations between IT and company.
The partnership between IT and Business
Hardware is a dealer that has many IT department issues. The Hefty Hardware business leaders
believe that the IT-company relationship is unsuccessful and not necessary to achieve the
business objectives. A new Savvy Store business initiative is introduced by the Hefty Hardware.
The principal initiative of this project is to enhance the overall consumer experience with digital
and multimedia data so that consumers in all of their stores obtain better product knowledge.
They want to be North America's first retail business to do so in each of its 1000 stores (McKeen
& Smith , 2015). They need a great deal of support from their IT department to succeed in this
project.
Today, Cheryl and Glen Vogel, their VP for retail marketing, assume their IT department and
company exist in their own environment and maintain minimum working ties. Through this case,
I have been able to recognize some problems between business and IT. Most IT workers at Hefty
have very little understanding of the key roles, vision and priorities of the organization, thus
slowing implementation of the Savvy Store business strategy. As far as I can tell, Hefty's IT and
company know a difference between business needs and information technology. Although the
business leaders of Hefty still feel that IT contributes little in terms of generating value for the
organization, even after having successful computer operations, data processing and hardware
systems. In their many trips to Europe, their COO Glen has noted that IT is a key part of
delivering better client service, enhanced consumer and product data management and involving
consumers with multimedia and detailed product creation to meet customers' needs (McKeen &
Smith , 2015). A new technology or software application enters the market every day and
increases the rivalry between companies. In the design and distribution of goods and services to
consumers the company needs their IT to be more versatile as soon as possible.
Shortcomings of IT and Business
IT and business teams have to work together to accomplish a shared purpose in order to succeed
in the business. The heightened case study on hardware indicates clearly that the business unit
and the IT department have numerous defects and that the current business plan cannot
harmonize in the achievement of the company's objectives.
• There is an information gap between the two departments due to weak communication
networks between IT and industry.
• Business teams were unable to understand all the IT Department's technical terms.
• IT did not clearly grasp market and business conditions (McKeen & Smith , 2015).
• The IT plan and technology have not been established with company priorities and goals in
mind.
• IT people lack integrity and a proper business attitude.
• IT professionals lack the requisite expertise to present to the company their concept that mobile
technology is being used for promotion and marketing purposes.
• Failure to bring peace among the IT team members leads to bad choices.
• The organisation, as a result of inadequate cooperation between IT and industry, faced project
delays and needless IT costs.
• The inability of IT staff to fully grasp the business model causes a misalignment between the
two departments.
• No business planning workshops are planned for the right people.
• The transformation of senior IT managers every few years leads to inefficient and ineffective
management of leadership.
• There is no concept of the IT team's work fragmentation structure which causes delays to the
implementation of technology (Bloch & Gomez, 2009).
• lack of faith and partnership between the two divisions and delays in implementation, failure
and overrun of costs.
• The strategic direction of the business partners is missing.
• Appointing people with sufficient skills to projects that contribute to project delays and
unnecessary workarounds and improvements costs.
Plan for IT and Business to Work Collaboratively
The basic work, bandwidth and structural architecture must be upheld excellently to effectively
execute the Savvy Store program at Hefty's technological ups and downs. IT and Business
Teams first and foremost need to create a healthy and efficient partnership and confidence. Both
teams should engage in meetings, field trips, and daily input on the members to strengthen
relationships (McKeen & Smith , 2015). The company should invest in educational programs for
team builders and include workers in community events. Hardware should be centralized in the
divisions to establish an organizational framework. Promote interdepartmental lines of contact
and allow teams to take time to consider their business priorities and needs. In addition to
helping IT terminology and IT people in understanding business processes and business models,
the IT and businesses must deliver knowledge transfer workshops.
In four steps Prepare, Model, Handle and Measure: We can also enhance IT and market
alignment effectively: (Hill, 2018)
Plan: Companies should plan and translate their priorities and goals clearly into observable IT
services to allow us to allocate sufficient resources to increase IT ROIs. This includes constant
contact between the two agencies.
Model: Devising and executing the plan and infrastructure successfully to gain market benefit.
Model:
Management: IT should give priority to the goals and objectives of the company and handle the
market demands through delivering competent services and goods through the single point of
contact with all its technical requirements.
Measure: IT must maintain a clear correlation between calculated and metrics and business
goals.
There are other strategies for enhancing coordination between business and IT, such as rotating
IT workers across business because they can expand the potential for the transfer of information.
The company and the company should work collaboratively to address problems centrally. At
Hefty, they must reduce change management to a minimum and retain an appropriate team
management organizational structure. The organisation, by explicitly explaning how IT
initiatives impact the business or provide value with the least technological usage, should form
IT staff to convey their ideas to business leaders.
Conclusion
To succeed in any sector, strong ties between all departments must be established. For Hefty
Hardware, working harmoniously to achieve business goals was quite difficult for the IT and
business divisions. The COO Glen proposed an area visit involving Senior Managers from both
teams to strengthen cooperation between IT and company (McKeen & Smith , 2015). This will
provide the teams with a perfect opportunity to collaborate and efficiently communicate their
challenges and dependencies before the project starts. The current coordination and information
gaps between the two teams are thus minimized.
Referances
Hill, T. (2018, June 7). The Importance of Business and IT Alignment. Retrieved from Signavio:
https://www.signavio.com/post/importance-of-business-and-it-alignment/
McKeen, J. D., & Smith , H. A. (2015). Delivering Business Value with IT at Hefty Hardware.
In IT strategy - Issues and Practices (Third ed., pp. 76-79). Pearson.

Case 2
Investing in TUFS
Summery
The IT is a valuable tool for companies. If IT is used in the right way, it could have tremendous
advantages, otherwise it could also have negative effects. Instead of the conventional manual
underwriter method, the Northern Insurance Firm decided to introduce the Technical
Underwriter Finance System (TUFS). It was a two-year project with a budget of just a few
millions. The original hope for TUFS was that if these successful procedures were introduced, it
would streamline the underwriting process and in future save some money. To complete business
processes, TUFS will cut the time required and allow business to grow faster. This project has
ups and downs and the framework has finally been implemented according to the schedule.
Because of development and implementation errors, the new system does not fulfill the company
standards, and this is due to a lack of involvement in the project development and
implementation processes.
What Went Wrong and How It Can Be Prevented in the Future with TUFS Investments
After considering this scenario, it was clear that during the creation and implementation steps
business involvement was not adequate. The same relationship between the company and
technical teams must be formed for a project to succeed. Since the company is the starting point
for the applications and is also the end point for the approval tests for the project. The business
case or business criteria document with information about the business processes and what will
be the final expectation of the project from the business groups. The document on business
requirements is translated into various technical documents such as systems requirements,
comprehensive specification and a technical design document of low level. In the production and
deployment stages, the company will help the technical staff, not just with the business
specifications, with concerns or clarifications. There are several things that might be incorrect if
there is not sufficient business involvement during the project. Adequate involvement in the
production and implementation processes is mandatory for future projects. Recommendation.
What Does Northern Need to Do to Realize the Benefits that Were Projected for TUFS?
The system TUFS is troublesome and can be solved for a certain period of time, but first
company can use the system to achieve the advantages. An app framework itself cannot create
any advantages or revenues. Only when the organization uses the application to its fullest
potential will gains or profits truly be realized. There will be an application not free of problems
in the past or in the future, but it will be effective to keep to a minimum. If the organization also
uses the TUFS program in everyday operations, it will ultimately help to define most of the
problems and solve them. If businesses need to recognize the advantages of this application and
switch from legacy to TUFS, they may begin to use it as much as they can, they do not have the
full business skill. Many issues during the design and quality assurance testing processes can be
found, but some unique issues can be identified right after development is implemented so that
the more problems we use the more problems can be identified and resolved. The more problems
can be identified and solved. When most defects in TUFS are corrected, businesses may take
advantage of them.
How Can Northern Measure These Benefits?
Only when the organization uses IT for its function will business understand the importance of
IT. The implantation has been done for Northern, yet the organization does not use the TUFS,
and yet the underwriters use conventional methods for their everyday routines. This lack of
business involvement in the project was the root cause for all these problems. A clap can only
sound if two hands are synchronized, and an IT implementation can only function equally when
the company and the IT teams work together to achieve the shared purpose of the project.
Martin recognized in the TUFS case study that there are a variety of problems with the current
TUFS method, and the technical team is waiting for business feedback to address those
problems. If businesses can apply their business records, the problems can be solved. As a result
of tight time limits, some of the functions in TUFS were postponed according to the decision of
the Senior Management and communicated to the Community of business users. The delayed
tasks should be taken into account in the next version to render the TUFS function final.
Trainings are an important part of business hand-over during the application, all business users
are trained and business users can use the application in this way. Also as soon as the application
is in production, there will be problems in any application and a rigorous change management
mechanism is therefore in place to deal promptly with these queries. In order to ensure proper
coordination to the company and project teams, the project management committee shall closely
track the progress of these improvements. TUFS can be returned to business with the above
points and it can generate the revenue as expected.
The Return on Investment (ROI) is dependent on five variables, according to Brittan (2003).
Usability of the application will either dismantle or increase the amount of time it takes to
complete routine business processes if the application is not easy to access and use; therefore it
can decrease efficiency. Based on the assumption that the maintenance of the application costs is
ongoing and this is applied to the ROI estimate, the operations and management costs shall carry
out the ROI. The applications must maintain the highest effectiveness regularly in order to
ensure that it is stable and up to date. At the outset, all the above points are expensive and the
development budget is thus a crucial part of the ROI calculation. ROI or benefits both work
together. ROI or benefits If the organization knows the applications' advantages, this is the
beginning of ROI.
The profit process for an IT application is an ongoing process according to Thorp (2007). When
business starts to supply the inputs and use the TUFS application, the latter can be shortened
with the existing capable functions and ongoing contribution to the development of TUFS.
Figure 1 below shows the current TUFS implementation situation: if the project managers,
technical teams and business teams work together to close the gap, companies will soon be able
to see the advantages of TUFS.
 Figure 1: Close the GAP between expectations and Acceptance

Conclusion
Many companies today think that IT is a positive idea, and if used properly, the advantages can
be immense. If the four pillars for any IT application are stakeholders, project management and
technical and commercial teams, the production will be efficient if they work together. If one
team is not involved, the results can be catastrophic.

References
Figure 1. Close the GAP between expectations and Acceptance
Retrieved from: http://kildagroup.com/images/close-the-gap.png
Thorp, J. (2007). The Information Paradox. Fujitsu Consulting (Canada) Inc.
Retrieved from: http://solutions.us.fujitsu.com/www/content/information-paradox-
ebook/Information_Paradox_Complete_2007.pdf
McKeen, J.D., & Smith, H. A., (2012). IT Strategy: Issues and practices, (2nd. Ed.). Upper
Saddle
River, NJ: Practices Hall.
Retrieved from:
https://portal.csuglobal.edu/fileman/files/schoology/courses/content/ISM520/winter2013c/course
Files/Scans/ISM520_Mini%20Case_Investing%20in%20TUFS.pdf
Case 3
IT Planning at ModMeters
Abstract
In this article, we will address the IT planning and budgeting process which will support
ModMeters in the coming years. We also explore the different aspects of Modmeters Company's
IT preparation, which has two plans for global expansion and direct customer sales. In expansion
efforts of Modmeters, the function of IT is vital. The management of different departments met
to define budgetary expansion requirements.
Introduction
ModMeters is a North American company, one of the world's largest manufacturers of
mechanical and digital components. In Asia and Eastern Europe, the organization aims to go
internationally and develop its operations. ModMeters was in the IT sector since the 1960s.
Almost every element, from finance and accounting to supply chain management, was eventually
automated by the company. The only thing it lacked was a consumer website, and this was about
to change (McKeen & Smith, 2015). John John Johnson, ModMeters CEO, brought together his
executive team and created two new strategic strategies. ModMeters was the worldwide first
strategic project, and customer-direct sales are the second. CEO John needs to know whether
they will be helped or not by their IT, marketing and sales divisions. According to CIO Brian, IT
is integral to both projects, however, and it is becoming a problem due to existing IT
infrastructure and the lack of capital in marketing and others. So CIO Brian clarified to other
management the need for ModMeters to complete two new business strategic initiatives in
connection with current issues with IT infrastructures and budget IT planning (McKeen & Smith,
2015).
IT Planning Process
The initial stage of the strategy is to explain IT criteria and to raise resources to achieve the goal.
The management team will understand whether a new strategy will add value to the organization,
such as the global enterprise and the development of a new consumer channel. We must
determine what business units are required to participate in each of these initiatives, how many
IT resources are needed, and what the necessary budget is required. We also have to determine
the need for necessary work. At the same time, all overlapping work that will impact corporate
ventures must be remembered. IT should determine whether the existing infrastructure and
architecture help the initiatives (McKeen & Smith, 2015). If not, a few internal tasks must be
done to help. The key goal should always be to find the value to help the organization achieve its
aims.
The second stage of the program is the identification of the goals and objectives of the company.
In order to achieve this, business as well as IT need to be in line. Every senior executive must
also participate in the decision-making process. You should be in a position to determine which
project to start with and prioritize work accordingly (Downs, 2018). Through the involvement of
businesses and IT, we can ensure that business priority responsibility is taken up swiftly with
other departments during strategic planning and priority work. At the same time, the company
must decide how much it wants to spend on IT. It determines where to draw the line and what
companies can achieve in their projects.
The success of any project carried out in the organization can be measured using metrics. IT and
business are responsible for designing these measurements based on business terms. They should
therefore be responsible for any outcome (Downs, 2018). Internally, IT should also monitor the
success of IT in spaghetti reduction and new architecture implementation.
The planning process is not science but art. ModMeters needs to improve their existing IT
infrastructure and architecture in order to achieve any strategic initiative. However they should
also consider other business projects which could or should improve projects to be completed at
the same time. Therefore the balance of what projects should be led is important for both
business leaders and IT leaders. It is the responsibility of every IT project to determine the risks
associated with IT, therefore. This allows the organization to prioritize projects on the basis of
the risk analysis and eliminates the financial waste.
At ModMeters, budgets are typically assigned to business units based on the size and benefit for
each segment (McKeen & Smith, 2015). Changing the entire budget process will lead to a lot of
company turmoil. It is easier to take a small percentage of each company rather than remove a
single business unit from the budget and give it to IT to satisfy the IT requests for the initiative.
We may rely on the actual IT budget using the priority of the job and the amount of the company
expenditure on IT. At the same time, R&D should be allocated similarly to the budget for other
divisions such as marketing.
Finally, pooled resources should be introduced by ModMeters because they minimize costs and
remove redundancies. The IT should update the existing software and applications and include a
roadmap to reduce operating expenses for the organization.
Conclusion
ModMeters currently does not fulfill IT needs and endorse strategic projects in its phase of
preparing IT and IT budget. ModMeters is able to meet most of the IT needs and prioritize each
IT project in support of the new strategy initiatives through the IT planning proposed in this
paper. This planning process also helps to recognize projects that have value for the organization.
References
Downs, B. (2018, November 19). The Strategic Planning Process in 6 Steps. Retrieved from
Business Benefits Group: https://www.bbgbroker.com/strategic-planning-process-6-steps/
McKeen, J. D., & Smith, H. A. (2015). IT strategy: Issues and practices (Third ed.). Pearson.
Case 4
Building Shared Services at RR Communications
Abstract
In this article, we will address the RR Communications case study from the perspective of Vince
Patton, the VP of the IT department. This paper explores the crucial challenges that the
organization faces because of its decentralized IT divisions. He also addresses the value of
getting an equity customer service center and what tactics need to be followed to bring IT leaders
on board in order to achieve the goal of one business.
Introduction
RR Communications is a telecommunications corporation with four separate business lines –
Internet, cell phone and cable television. Ross Roman, the founder of the company, offered
Vince Patton the position of IT Vice President, with whom he wanted to achieve his vision for
the company. He wanted Vince to transform the IT and centralize it so that the consumer can
easily access and sell new goods.
Thanks to its divisional business divisions, the organization faced many problems. There is no
central IT structure for each division to handle and each has its own hardware and software. Each
department has its own leadership managed by a CIO and each department has its own agenda.
Businesses and consumers were dissatisfied with the sales and the payment systems because of
different IT systems. The organization has also struggled to treat its data correctly by means of
telecom enforcement agencies and software vendors. IT teams. The functioning of IT as a single
business entity became difficult for Vince. The DIOs always opposed each move, so he must
have first chosen his fighting with great care. He considered centralizing IT processes in all
divisions and creating a single Customer Service Center. In order to execute this strategy, it
should discuss the actual situation and reflect on the needs of each department. Vince therefore
decided to set up a steering committee with a monthly meeting of all present leaders to
concentrate on initiatives to provide business value and to achieve business goals.
Advantages of Single Customer Service Center
The single customer support center in RR communications has many advantages. Using a
streamlined and structured service center, the number of vendors can be minimized and data
collection consolidated. It ensures better control in a centralized database of all customer
information. It eliminates the overall data redundancies and makes various departments fast and
easy to access customer information. Data consolidation would also improve audit activities
within the organization at various levels and decrease subsequent costs for separate audits. The
individual customer center strengthens the company's billing system. Instead of generating a
separate facturation for each department, the billing system can use data from services provided
to customers (McKeen & Smith, 2015).
By reducing the overall cost of data administration and maintenance, a centralized data
repository will help companies to maintain their competitiveness in the market. Implementing a
single customer service can also help us understand client preferences and needs in order to
allow the company to design and stay ahead of the competition, new products and services which
respond to customer needs. Single service systems can also reduce the complexity of multiple
departments and will facilitate and speed up overall internal operations. In addition, the decision-
making process to tackle customer problems will improve as access to information with reduced
data redundancies is available immediately (Nelson, 2019). Finally, by providing efficient and
effective, unified customer service, the single customer service center increases customer
satisfaction.
Implementation Strategy for Shared Customer Service Center
In the case study, IT Vince's VP clearly points out how the division's Chairmen and CIOs oppose
a common customer-service center and a different business line. With a centralized system, they
are more bureaucratic and less free and powerful in their departments (McKeen & Smith, 2015).
The key technique for persuading divisional chairs to use effective communication with DIOs for
the shared customer service center is to convince them of this as the best business growth
strategy. The first thing to implement the strategy was for department heads to develop a vision
exercise where they want the enterprise to be in the near future. Defines and outlines clearly the
advantages of the adoption of the single RR customer service center. Establish a Steering
Committee and meet monthly to share your ideas on IT decisions as a company and to allocate
budgets and resources accordingly. Providing the right metric, infrastructure and architecture
would also help IT professionals standardize their business and help them sell their services
successfully while supporting the needs of the various department heads (McKeen & Smith,
2015).
The IT staff should participate in business meetings and clearly explain IT strategy to the
company by avoiding all the technical jargon. All software and hardware must be standardized
throughout the entire organization. Ensure that funding is avoided for rogue projects and explain
that IT decisions are first and foremost business decisions to the divisional presidents. Identify
corporate opportunities for the organization by understanding all departments' concerns and
interests.
The idea of creating a centralized customer service repository will enhance customer satisfaction
through all divisions, reduce costs, maintain data integrity, and also reduce data duplication. An
optimal governance mechanism had to be established with full support and resources allocation
for growth-enabled projects (Auxis, 2020). Finally, IT should also investigate the current
technology applicable to the company that can be used to reduce the cost of the system and other
problems. The Customer Service Center will provide presidents with their help in implementing
the strategy by highlighting the benefits of the stock.
Enterprise vision with Decentralized IT
IT decentralization means the activity by individual divisions or divides of different IT functions
within the corporation. For RR communications, the IT role was decentralized into four
divisional divisional CIOS lines and controlled. Due to this split, management does not focus on
the development of the entire business. They focused more on each department and obtained
quarterly results. RR communications' decentralized IT function has reduced costs and resulted
enhanced data duplication, lost integrated information and often perpetuated poor information
(McKeen & Smith, 2015).
Decentralization is made more complicated by the fact that local issues are still emerging and the
division of departments tiresome. In order to achieve the business vision, departments must first
be eliminated. There will always be miscommunications with many uncooperative leaders, as
each leader tends to make more work in developing his own department without focusing on
developing the entire organization (McKeen & Smith, 2015). The achievement of the business
goal depends only on other ways of carrying out the IT function instead of centralizing or
decentralizing it.
Conclusion
RR communications must transform your IT and start a new corporate culture in your company
to achieve its corporate vision. The IT department must be more flexible and responsible and
manage corporate policy, be proactive and excellent. The company needs to develop shared IT
services between all departments to achieve the single IT organization. They must be held
accountable and the IT costs transparent for all their expenditure. They need to promote IT
ventures that will make the company worthwhile and achieve ROI and provide development for
the whole organization.
References
Auxis. (2020, February 9). Shared Services Consulting - Grow Your Business, not your back
Office. Retrieved from Auxis: https://www.auxis.com/shared-services
McKeen, J. D., & Smith, H. A. (2015). IT strategy: Issues and practices (Third ed.). Pearson.
Nelson, K. (2019, July 12). 10 Key Business Benefits of a Shared Services Portal. Retrieved
from Cherwell: https://www.cherwell.com/library/blog/shared-service-portal-business-benefits/

Case 5
Enterprise Architecture at Nationstate Insurance
Abstract
The Nation Insurance Corporation is an internationally recognised agency. Although the
company has one of the best employees and good function processes, it also needs to invest in IT
to understand the advantages of this technology. Mrs Janae Denton, who worked with different
firms, feels it's time for the company to invest in IT and move it to the next level. However, it
must persuade the Head of various business units of the company before integrating IT services
into the company why IT is vital to the architecture of business. Ms. Denton thinks that IT can be
used to solve different drawbacks of a decentralized structure for businesses. By creating a core
system around IT, she thinks she will turn the business around.
Introduction
Technology is particularly important for internationally renowned companies such as Nationstate
Insurance in modern competitive business environments. The technological advantages such as
IT cannot be ignored in business, since different organizations have used this technology. This
shows that technology is a crucial factor in the manufacturing process. Ms. Jane Denton is a
strategic person who believes that while Nationstate is a global company, it is now time for the
company to make intelligent investments in IT in the creation of a centralized structure that
serves the company more than just clients.
Discussion question one
Jane Denton's ideas are a good idea for the company, because they will probably draw on her
thoughts. There are however, some drawbacks related to her company plan. Jane Denton
suggests that a business-wide architecture should be introduced in the State insurance industry
(McKeen & Smith, 2015).
Thus the company will save on the costs and costs of operating different business units in the
company, although the implementation of this strategy. More than five business divisions are
included in the case study, such as claims and operations with different structures, data and
processes managed by each department serving the same clients. Different cost centres mean that
different costs, such as the case of State insurance, are used by each cost centre. This ensures that
various departments are given different budgets at the start of each financial year. In addition, the
number of employees in each department is different. However, with a wide architecture system,
these costs are likely to lower as a result of running separate and different units serving the same
customer. According to Jane Denton's vision, implementation of her vision would help minimize
the data redundancy in more than five companies (McKeen & Smith, 2015).
The implementation of the vision of Jane Denton helps the company learn from its employees’
easy collaboration and communication. There is less coordination and contact between different
agencies. With one method, however the employees of the company will work together and
please the customers, since they work from a similar system (McKeen & Smith, 2015).
Jane believes that a decentralized system involves doubling duties and responsibilities, data and
software programs from the case study. She still hopes that her new plans would help the
company make better use of these tools (McKeen & Smith, 2015).
As well as Jane Denton's ideas on paper may sound, her plans may not thrive as expected. Over
the years, the company has done well and was even listed as one of the largest companies in
Forbes Magazine. One of the dangers of moving forward Mrs. Denton's ideas is that the business
will lose the benefits it has had over the years. This may help to explain why some company
members fear to implement their ideas (McKeen & Smith, 2015).
A company should be prepared to incur the cost of carrying out all technological ideas. The
above case requires that Nationstate Insurance define a new office plan, new equipment and train
staff to the new idea. The delivery of these services will cost the company some wealth and is
costly (McKeen & Smith, 2015).
Some business units can work well separately, as is the case with the Nationstate Insurance,
whereby most business units perform well in spite of different costs, such as redundancy. It is
nevertheless difficult for the introduced unified structure to represent its business units
independently because each business unit needs different resources and priorities to work
together towards its objectives and goals (McKeen & Smith, 2015).
Discussion question two
According to Jane Denton, the organization has to build a centralized structure to benefit from IT
implementation. The company's current business strategies allow capital and human work to be
duplicated. Furthermore, the ideas created in one department are not spread to other departments
and remain in the department. This has built a Jane-referred system for a silo (McKeen & Smith,
2015).
Mr Seamus must concentrate on the optimistic side of the latest ideas of the company structure in
order to achieve the plans envisaged by Mrs. Denton. It is important to include all the managers
of business units in order to ensure that unnecessary disputes are avoided. To achieve this, it is
important to concentrate on the following points:
Combining efforts: Combining efforts. It is necessary for the company to function as one unit
for full benefits and for the greater good of the company. Different divisions have different
priorities that can vary from the purpose of the business. However if these goals are merged, the
resources will work for a common purpose. This will combine different efforts into a single,
strong idea of the business (McKeen & Smith, 2015).
Cost benefits: As Mrs. Jane has noted and described, it is the case that resources such as data
and software have been duplicated which lead to ineffective and wasteful use of resources.
Working with different departments means extra and costly costs for the business. By sharing
resources, the spirit of cooperation is not only taken up, but also costs are minimized (McKeen &
Smith, 2015).
Competitiveness attainment: In the insurance sector, most businesses use innovations for the
better. Above all, this technology is used to enhance the business process in which the
organization will apply it (McKeen & Smith, 2015).
Act to accomplish a shared purpose: At the end of a particular era, each organization has its
own objectives to be accomplished. It is important to concentrate on these objectives for business
continuity. However, it is also a matter of achieving different targets and purposes, as in the case
of various departments such as the State Insurance Case. With a common mission and aim, the
organization will work towards a common objective (McKeen & Smith, 2015).
For these people, the company is likely to increase its profits, thus restructuring the company's
performance incentives and benefiting each employee from the profits. Every department can
remain autonomous in its activities, but against a shared organization and goals, as much as is
necessary for a centralized structure. So the company performs well and every employee wants
to work with a profitable business (McKeen & Smith, 2015).

References
McKeen, J., & Smith, H. (2015). IT Strategy: Issues and Practices. Boston: Prentice Hall.