Tektronix, Inc:

Global ERP Implementation

Group 02
Section A

B LAVANYA MBA21016
RASAL JAYANT GOKULDAS MBA21045
SHUBHAM AGGARWAL MBA21056
ANKIT KUMAR MBA21081
KAILASH MULCHANDANI MBA21100
How did Tektronix manage risk of ERP
implementation?
Waved implementation:
Their ERP implementation was viewed as a change programme that consisted of different waves of change. 
Each wave in the program would deliver functionality to a different business unit or geographical region.  
Although each  wave  would  be  managed  independently, the overall project team would manage  the
interdependencies to ensure that program remained on course. 

Attention to schedule:
There was complete importance given to schedule. This mitigates the risk of delays.
Momentum is maintained and it helps to maintain discipline among employees.

Strong  responsibilities:
Carl  took  the  overall  responsibility  very  well.  A  steering  committee  was  established to monitor the overall
implementation  process. 
There  was  assignment  of  responsibilities and by  resorting  to  monitoring  and steering committee, it becomes easy to
identify risks and therefore work towards them.
How did Tektronix manage risk of ERP
implementation?

Vendor:
Tektronix did not spend much time in comparing features and costs across vendors.
They chose Oracle, as their environment was compatible with Oracle. Tektronix took three years to implement its Oracle
applications.
In the  first  year  they  implemented  a  general  ledger  in  16  countries.  Then  they  focused  on  converting  accounts
receivables   and   cost   management   in   its   regional   accounting  centres  throughout   the   world.   After   financial applications
were implemented, they added new capabilities as part of their business unit product information.

Strong Management Support and Building Coalition:

With the mandate that Carl obtained from the CEO, he was able to execute the project with unlimited authority and cut through
the politics, allowing him to make quicker and more  effective decisions.
He  also received strong support  from the presidents of the business divisions,  various IT manager, in each division. This 
helped  lower  resistance  to  change  and  sustained  momentum  for  the  project  as  it quickly established a strong coalition
of the willing to guide and support the change.
How did Tektronix manage risk of ERP
implementation?

Need based Consulting System:

Approached multiple consulting firms (large, small & independent ) for financial Implementation. 
Changing the role of Consultant based on the business need & hence resulted in reduced costs

Minimal Interference:
There was a very little interference while making decisions at any level of project Implementations. This resulted in a
quick decisions.

Roll out:
Timing and Order of the roll outs were key for successful implementations. 
Decided to start with a common distribution centre and then moved up accordingly using approaches like big bang and
extended to various regions accordingly
THANK YOU!