Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Wits Business School - University of the Witwatersrand
Length: 8 pages
Data source: Field research
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https://casecent.re/p/21332
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Abstract
This is the second of a three-case series (903-004-1 to 903-006-1). When the new chief executive of IST, Harry Coetzee, took up his position in March 2001, he could not believe the shambles that was the enterprise resource planning implementation programme at IST. The group had commissioned Resolution Software to implement the Great Plains system, but the process had gone badly awry and was in danger of being derailed completely. Before plotting a new course, Coetzee had decided that the company needed a deeper understanding of its own business model and whether the Great Plains system had the functionality to meet the demands of this business model. He had asked an ERP consulting firm to carry out this assessment. Now, in May 2001, he had the results on his desk and wanted to plan the way forward. What had gone wrong and what did he need to do to get the process back on track?
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Abstract
This is the second of a three-case series (903-004-1 to 903-006-1). When the new chief executive of IST, Harry Coetzee, took up his position in March 2001, he could not believe the shambles that was the enterprise resource planning implementation programme at IST. The group had commissioned Resolution Software to implement the Great Plains system, but the process had gone badly awry and was in danger of being derailed completely. Before plotting a new course, Coetzee had decided that the company needed a deeper understanding of its own business model and whether the Great Plains system had the functionality to meet the demands of this business model. He had asked an ERP consulting firm to carry out this assessment. Now, in May 2001, he had the results on his desk and wanted to plan the way forward. What had gone wrong and what did he need to do to get the process back on track?