Strategic IT Transformation at Accenture Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In 2001, Accenture took the bold step of separation from their parents, Arthur Andersen. The new company, which emerged was a bright future, but it also faced the challenge of building a new infrastructure that could support a global organization that advises on modern technologies. Accenture CIO at the time, Ed Shrek knew that becoming the master of his trade was not an easy task. Frank Modruson, successor Shrek and the person responsible for carrying forward the task of converting IT since 2002, had ambitious plans for a new technological infrastructure, which was to replace the legacy of Arthur Andersen. Difficult decisions had to be made. If the company continues a decentralized approach to the management of technological platforms in which each country chooses its own IT platform and has the autonomy to run them? Or firms take a hybrid approach, in which the same standard applications work across the enterprise, but will be managed independently by separate offices? Accenture or support the "one firm" approach and safely removed for centralized implementation of their most critical systems, with all its offices are united by one "instance" of software platforms? In addition, if the firm maintains its traditional concept of IT as a cost center, or whether it should go to the scheme, which recognizes it as a center for services, which generates a measurable value to the organization? These and many other questions go CIO team Accenture, to carry out one of the most remarkable transformations in the global IT organization in recent years. "Hide
by Mark Jeffrey, Daniel Fisher, Mirron Granot, Anuj Kadyan, Albert Pho, Carlos Vasquez Source: Kellogg School Management 18 pages. Publication Date: February 17, 2010. Prod. #: KEL471-PDF-ENG