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Enterprise It at Cisco Case Study

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Submitted By iisa
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The problem bothered Cisco a lot in 2001 is an example of company doesn’t do anything about centralized monitoring. The decisions may different with company strategy, which may lead a waste of human resource and money. This case shows the importance of collaborating between all departments in business.

After reading this case, bunch of questions jump out of my mind: would I approve the call center project if I were Boston? If yes, what kind of benefits will bring to company? If no, why? Admittedly, call center project was very important and valuable, but so were many others considered by BPOC. So the main questions for approving call center project are: would its benefits are much more than risk? Would it against other projects? Would it also benefit to other functional areas? How much will it cost- the percentage in total IT budget, people and training cost? To answer the question of if I will approve call center project, I need the answers of the questions I mentioned before. However, I can’t get perfect answers for these questions.

Besides, the most urgent thing for Cisco now is to upgrade its ERP project. Even though Cisco had ERP system to store all the data, there was no common business logic allowed all the applications to read and interpret the raw data in a consistent manner. So it is more important to upgrade ERP system to capture more and accurate information about the customer. It would be better if Cisco do the ERP upgrade first, and then consider the call center project later.

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