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Abstract: Abstract In late September 2014, after reviewing the revised financial projection of their new venture, Maui Millan, the CEO and the head of product development, and Mannix Chong, the COO and the head of business development were alarmed. They planned to call their board of advisors to discuss the future of SmartFleet, the new product of the Philippines-based firm called Pahrsek Inc. SmartFleet is a cloud-based fleet management tool that provides enterprise resource planning capability to fleet vehicle operators. For Maui and Mannix, there were numerous challenges ranging from developing a pricing strategy, growing the market as a pioneer in this industry in the Philippines, to proactively managing the potential global competitors who were on the verge of the Philippines market. They were anxious because they knew that only a set of careful, well-thought out and smart decisions could ensure survival and sustainability of this new venture. PubDate: 2018-11-01 DOI: 10.1057/s41266-017-0030-6
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Abstract: Abstract The outsourcing of information technology to external providers has been a phenomenon for organizations around the world since decades. The main reasons for this trend are, for example, cost reductions through scaling, the temporary inclusion of specific skills in the own organization as well as the joint development of innovative solutions with an external partner. The client organization “RetBa,” a major private insurance company, was facing serious quality and performance issues in the delivery of the workplace services. Hence, in 2005 they decided for an outsourcing solution aiming at moving the responsibility for managing IT workplace services for over 50,000 seats worldwide to the external service provider “EuTu.” Over the years, the outsourcing project faced several problems due to the lack of performance and delayed delivery of services by the service provider EuTu. To solve these quality issues and avoid further failures, in 2011 RetBa appointed Scaleit Consulting, a third-party advisor. Scaleit Consulting had the responsibility to identify the causes for these issues, revise the workplace strategy, and support RetBa in the communication with the service provider. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0038-6
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Abstract: Abstract In June 2010, the Food and Agriculture Organization (FAO) of the United Nations (UN) started a three-year trust fund project to develop and pilot open source cadastre and registration software. This project was called Libre Land Administration System (Libre LAS), and its aim was to make computerised cadastre and registration systems more affordable and more sustainable in developing countries. The first stage of the Libre LAS project was undertaken at FAO headquarters (HQ) in Rome. Generic cadastre and registration processes were defined and software requirements and software architecture documents prepared. Development of the Libre LAS software began in early 2011. An international team of software developers assembled at FAO HQ and proceeded to create the generic software platform using an Agile Scrum methodology. By early 2012, the first release of Libre LAS was ready and pilot implementations began in Ghana, Nepal, and Samoa to validate and prove the Libre LAS concept. This case study tracks the initial development and implementation of Libre LAS in the pilot countries from 2011 to late 2012. It is presented from the standpoint of Brett, the Libre LAS Project Coordinator, and discusses organisational, cultural, stakeholder, and financial issues that conspired to derail the project. Ultimately, Brett is left to make some tough decisions around the pilot implementations to ensure the success of the overall project. PubDate: 2018-11-01 DOI: 10.1057/s41266-017-0032-4
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Abstract: Abstract The case is about the urge for improving the processes and utilizing technologies available in market for Human Resource Management Services especially in recruitment. The dilemma in the case is whether the company should opt for automation or not. And if the company is adopting automation to support workforce planning and recruitment functions, is the company ready for the same. The HR industry at large is aware of the challenges faced by the recruitment teams in terms of the various hiring functions involving sales engine, sourcing, interviewing, providing offers, post offer follow-ups and finally joining and induction. To address this challenge, the case touches on instituting a culture change by embracing technology into divisions which are not yet open to adopting innovative methods. The company is looking at incorporating Artificial Intelligence in its various processes. It is also looking at Robot Process Automation to perform standard HR functions in the recruitment process. The company must decide whether to implement automation and if it does, how it should be executed. The case also debates on whether technology would increase the effectiveness of talent acquisition function and bring a change in the administrative HR image or would this automation-led hiring take away the control from the company human resources' PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0042-x
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Abstract: Abstract This case is a set of leadership role-plays that address several critical IT issues including understanding (1) differing objectives of critical project stakeholders; (2) concepts of change management and their importance and process; (3) escalation issues of when and how to do it; and (4) issues arising from client/customer communication. The case combines role-plays with traditional case discussion. The scenario is an IT manager of a large university leading an ERP implementation that must satisfy differing stakeholders including academic, administrative, and curriculum leadership. The case highlights problems of objective alignment, execution, and communication. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0039-5
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Abstract: Abstract How can a company successfully improve collaboration and teamwork with the introduction of new IT tools' This case offers new solutions to this question by reviewing two Change Management processes which took place over a period of 6 years within Atos’ Zero Email initiative. The change processes of (1) replacing internal emails with an Enterprise Social Network (ESN) solution in 2012 and (2) replacing the introduced ESN solution by a second, enhanced ESN solution in 2016 are analyzed. By comparing them to established Change Management theories, important key factors of a change process can be highlighted and the evolution of Change Management within an innovative, multinational IT service provider is shown. The Teaching Case is accompanied by in-depth Teaching Notes where we craft a synthesized checklist for thorough Change Management that addresses IT adoption issues and mitigates the critic that theoretical models are too rigid for vivid organizations. In addition to this comprehensive “360°-analysis” consisting of personal interviews, inquiries on organizational communication and research on Change Management theory, the Innovation Diffusion Theory (including a reflection of recognized technology acceptance models) is used to find explanations for possible deviations from the expected outcomes. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0033-y
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Abstract: Abstract Multiple entities define the stage: Ayn, an accomplished CIO; James, an idealistic CEO; Kira, an unscrupulous hacker; Randcom, a rail company; and Zuidia, a country reinventing itself. These entities intersect in a tense cybersecurity gameplay. A cyber-attack rages across multiple fronts, targeting Randcom’s technology, processes, and people, suddenly delivering a staggering blow to the company. Ayn stands in the eye of the storm, figuring a path forward. This cybersecurity case study offers an active learning and role-playing experience for students. Immersing the student in the anatomy of a cybersecurity attack, this case converges various perspectives: the hacker, the company, and the macro environment (e.g., country culture). In the process, this case highlights conflicting strategic choices and opportunity costs of decisions in an environment that requires a company to be both competitive and yet secure across three cybersecurity facets: technology, processes, and people. This case could be used as a class discussion and exercise as well as a role play with multiple protagonists. Specific roles include the CEO, the CIO, the hacker, and the CFO. This case brings together multiple viewpoints, often conflicting, representative of real-life decisional and ethical dilemmas in the context of a company. This case, further contextualized using a developing country as the backdrop, adds an additional layer of decisional trade-offs. Nonetheless, this case is representative of IS and cybersecurity decision making in a company, regardless of the type of country. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0037-7
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Abstract: Abstract Multiasistencia was an ecosystem in 2017 managing a network-based service called the “Comprehensive Claim Management Service” (CCMS). The firm offered home repair services to its 100 Corporate Clients (Financial Institutions and Insurance Companies) which attended to some 8 Million end customers, managing a network of some 6.000 Trade Professionals (SME and self-employee). The service was supported by an advanced digital platform to coordinate all actions in that ecosystem. The case shows the challenges of digitalization, namely (1) new digital entrants, (2) the Smart Home trends, (3) the digital effects on banking, and (4) the demand of personalization. Those strategic changes lead to Multiasistencia to create a Digital Hub to manage Big Data so placing students on the managerial situation to decide priorities in business model, processes, and new ways to grow. PubDate: 2018-11-01 DOI: 10.1057/s41266-017-0029-z
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Abstract: Abstract At Gothaer Insurance Group, a long-term program to introduce a new policy system was terminated without the desired outcomes. A new program, GoSMART, was introduced to buy a policy system instead of developing it in-house. A team responsible for modelling insurance products decided that the waterfall approach was no longer suitable for this specific task. Intrigued by the possibilities that agile software development appeared to hold, the team adopted Scrum, hoping to improve efficiency. With no other project changing the development approach, the team was left as an agile island in a waterfall environment. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0035-9
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Abstract: Abstract Continuously managing business processes is globally a high organisational priority. The necessity for organisation-wide process management approaches (as opposed to ad hoc initiatives) is widely recognised. Yet, the required skills and capabilities for such enterprise-wide BPM is a well-known gap, with little resources to date to address this. This teaching case is based on the Bank of Queensland (BOQ—one of the oldest financial institutions in Australia). The narrative provides an overview of a range of Enterprise level business process management (hereafter referred to as ‘E-BPM’) activities that have taken place to date at BOQ to build its E-BPM capability. The teaching case presents how the development of E-BPM capability is a continuous journey which requires applied management and strong governance, and articulates some of the issues encountered when embedding BPM within an organisational structure. Based on the case, a series of student activities pertaining to E-BPM practices covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc., is provided (with model answers). This case is complemented by a rich set of teaching notes, making it a valuable resource that can be easily and directly applied for E-BPM training. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0034-x
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Abstract: Abstract Business process management (BPM) in the public sector is proliferating globally, but has its contextual challenges. Ad hoc process improvement initiatives across governmental departments are not uncommon. However, as for all organisations, BPM efforts that are coordinated across the organisation will reap better outcomes than those conducted in isolation. BPM education plays a vital role in supporting such organisation-wide BPM efforts. This teaching case is focused on the sustainable development and progression of enterprise business process management (E-BPM) capabilities at the Federal Department of Human Services: a large Australian federal government agency. The detailed case narrative vividly describes the case organisation, their prior and present BPM practices and how they have attempted BPM at an enterprise level, capturing pros and cons of the journey. A series of student activities pertaining to E-BPM practices is provided with model answers (covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc.). This case provides invaluable insights into E-BPM efforts in general and BPM within the public sector. It can be useful to BPM educators as a rich training resource and to BPM practitioners seeking guidance for their E-BPM efforts. PubDate: 2018-11-01 DOI: 10.1057/s41266-017-0031-5
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Abstract: Abstract “Understanding the value and organizational implications of big data analytics: the case of AUDI AG” presents the case of AUDI AG and its attempts to implement big data analytics in its organization. The case highlights the situation of an original equipment manufacturer (OEM) in the automotive industry and the potentials and challenges the emerging technology big data analytics may entail for such organizations. The case tries to help students to grasp the technical characteristics, the value, and organizational implications of big data analytics as well as the distinct types of analytics services. The case is presented through the eyes of Hortensie, an aspiring manager at AUDI, who gained strong interest in the phenomenon of big data analytics and received the task to position it within AUDI. To ramp up the topic big data analytics, AUDI is engaging with industry and design experts as well as an external consultancy ITConsult. PubDate: 2018-11-01 DOI: 10.1057/s41266-018-0036-8
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Abstract: Abstract Backsourcing is not a common term and refers to the process of taking back development of a system that was previously outsourced. Even though the term is not a common one, the process that it describes is. Businesses try to reverse outsourcing and start insourcing all the time. The process however is not cost free and certainly is not paved with roses. Herein we report from our own experience of trying to backsource the development and maintenance of a large information system, focusing on the technical problems encountered. The novel aspect of this paper is that it is one of the few that provide insights into the specifics that one has to include in any outsourcing contract, for backsourcing to be possible. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0026-2
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Abstract: Abstract This teaching case brings the true story of a destructive fire at mobile phone company Vodafone in The Netherlands to life. The fire has had a huge impact on the company, its customers, and society at large. The story illustrates the impact of mobile phone communication disturbances, and crisis communication within organizations. The case is suitable for classes of bachelor students in business economics or information technology, and for executive education. The case is written as a play, which enables course participants to engage in experiential learning. Materials provided include actual communication material developed by Vodafone during the crisis. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0021-7
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Abstract: Abstract This teaching case is based on a true situation at the Hospital for Sick Children, in Toronto Canada. The case asks students to either assume the role of the CIO or to advise the CIO in making a decision to outsource IT at Sick Kids Hospital. The case requires students to understand three important issues: First, while health care costs continue to increase, automation of information is an important opportunity to streamline patient care and reduce costs in a hospital environment. Second, IT outsourcing, relying on external service providers to deliver complex technology services, is a fundamental business strategy across all industries and has great potential in the health care industry. Third, hospitals and health care have unique requirements for IT outsourcing, particularly the critical importance of patient data security and privacy. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0027-1
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Abstract: Abstract CanTel was one of the fastest growing Canadian telecommunications companies that provided telephone, cable, Internet, and cloud services. In 2015, the company employed over 40,000 employees and boasted of achieving over Cdn$10 billion of annual revenue and serving over 10 million customers. As a cloud service provider, the company faced a dilemma of not being able to fulfill the IT needs of its internal business units. As a result, one of the business units, Digital Channel, resorted to a third-party cloud service, and this set an example for other business units to follow suit. Jeff Smith, the CEO of the company CanTel, and the CIO Jane Lockhart had to find a solution to the issue that had significant implications to its business-IT alignment and IT governance. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0022-6
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Abstract: Abstract In 2014, MyTelco established an independent Business Analytics (MyBA) organization that provided data analytics services to both MyTelco and third party customers. It was expected that this organization would be able to fund itself through the revenues generated from the commercialization of insights derived from MyTelco’s data. To address the ethical risks associated with mining and commercializing big data, MyBA relied on an Ethics and Compliance Committee (ECC) to review project proposals that involved customer data. Situated in November 2016, a week after the Federal Communications Commission (FCC) passed new legislation to increase consumer’s choice over their personal information, the case describes three proposals that the ECC needed to evaluate. Students deliberate each proposal’s legality and ethicality from the point of view of MyTelco’s Ethics and Compliance Committee. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0025-3
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Abstract: Abstract This case is designed to illustrate how to utilize the business intelligence framework and business analytics to make proper decisions in the turbulent and competitive business environment. The case started when Jong, the junior vice president in the modeling and analyst department of ABC Bank of Thailand, and his team were drafting a proposal presentation on the new credit card approval processes. Jong believed that it was time to overhaul credit card application processes by employing more sophisticated analytical techniques to analyze customer and credit card data. ABC-Premier Card, the bank’s most popular card offering, would be a serendipitous test case in which to further develop the idea about improvements in approving credit card applications. Currently, there were 5 ABC-Premier card applications pending for decision in the house file. Tightening the credit approval process was one of the important strategies for the bank to potentially avoid an increase of risky customers. However, overly strict declinations of credit card applications might alienate potential customers and causing the bank to forego profitable lending opportunities. Taking the ABC-Premier card applications as a testing scenario, Jong and his team had to come up with a new method to evaluate each credit card applicant. They could approve all of them instantly, approve some of them, or even decline all of them. Consequently, Jong hoped that this proposed credit card approval method would improve the bank’s policy decision to optimally balance both risky and profitable customers in the long run. PubDate: 2018-05-01 DOI: 10.1057/s41266-016-0009-8
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Abstract: Abstract The case study covers aspects of service innovation in the IT services sector. The client Nordics is a global telecommunication major. They have a large and diverse set of IT business applications, most of which is on SAP applications. The subject of the case study is that of SAP Releases, the service of enhancing and creating new business functionalities in the existing business applications. The case is seen from the perspective of the Program Manager of the SAP Release service. This service is delivered by the IT Services major AVON. The case study covers the full lifecycle of the innovation in service, from the identification of the need, conceptualization and creation of the service offering up till pilot execution. The important aspects of innovation in the revenue model and service delivery model are also covered. The case can be analyzed from two perspectives, as a detailed lifecycle of a major innovation in service or as a requirement of dynamic capabilities in the IT service provider organization, to bring about that innovation. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0018-2
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Abstract: Abstract In January 2014, the CEO of the renowned U.S. discount retailer Target wrote an open letter to its customers apologizing for the massive data breach the company experienced during the 2013 holiday season. Attackers were able to steal credit card data of 40 million customers and more were probably at risk. Share prices, profits, but above all reputation were all now at stake. How did it happen' What was really stolen' What happened to the data' How could Target win consumer confidence back' While the company managed the consequences of the attack, and operations were slowly back to normal, in the aftermath the data breach costs hundreds of million dollars. Customers, banks, and all the major payment card companies took legal action against Target. Some of these litigations remained unsettled 3 years later. The importance of the breach lays in its far broader consequences, rippling through the U.S. Congress, and raising consumer and industry awareness on cyber security. The case provides substantial data and information, allowing students to step into the shoes of Target executives as they seek answers to the above questions. PubDate: 2018-05-01 DOI: 10.1057/s41266-017-0028-0
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