Going global
Article Abstract:
The selection and implementation of a new enterprise resource planning (ERP) system are two of the most important tasks for companies venturing into the global market. The process begins with the selection of an ERP product that will support a company's key business drivers and competitive advantage. ERP selection should also be based on the organizational structure and corporate culture to be established in overseas business units. Another consideration is the degree of autonomy to be given to these units. Moreover, companies must decide whether or not to implement a standard ERP system for their entire multinational operation. A standard system can streamline reporting procedures and reduce information technology costs. However, standard systems appear less feasible for diverse or autonomous operations. The international expansion of healthcare organization BUPA is described.
Publication Name: Accountancy
Subject: Business
ISSN: 0001-4664
Year: 1998
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Contracted out, but in control
Article Abstract:
The practice of outsourcing the information technology (IT) management function is spreading rapidly in the UK. A 1995 survey revealed that about 80% of the country's biggest companies are outsourcing or planning to outsource their IT operations. This trend is being driven largely by the disillusionment of firms with their in-house IT services. However, the approach to the IT outsourcing is changing. While it was common for organizations to outsource entire functions or departments in the past, companies now are more selective about what operations to contract out. Service providers are responding to this development by offering 'selective outsourcing services.' Some IT specialists, such as SecurIT, are focusing on specific tasks instead of providing a complete network outsourcing service.
Publication Name: Accountancy
Subject: Business
ISSN: 0001-4664
Year: 1996
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Merging IT
Article Abstract:
An information technology (IT) strategy has evolved into a necessary component for the success of a merger. A good IT strategy, which is most often neglected or done only after an initial problem has already appeared, is most often the factor responsible for the success or failure of a corporate union. Reducing the overall cost of effecting a merger is one reason some companies must adopt an IT strategy early on as operating on different systems can be a costly proposition, especially for firms that rely heavily on information. The IT strategies that a company learns from its past acquisitions and mergers will also be applicable to future IT integrations, including the addition of new delivery channels such as the World Wide Web to its back-office systems.
Publication Name: Accountancy
Subject: Business
ISSN: 0001-4664
Year: 1999
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