Executive Summary:
This case demonstrates a scenario of implementing a new system at Novartis in which several variables comes into play. Those variables are cultural differences and lack of organizational innovation. Novartis is facing obstacles on implementing the new HRIS within the organization because it puts pressure on HR associates that interacts with other firms and the company lacks on flexibility and adaptability. The project scope of the implementation is not quite clear and the deadline is too short. In addition, there is a lot resistance by the line managers in the actual implementation of the HRIS since it could increase the difficulties of subsequent implementations and future tasks. There are also cultural differences in communications with other Novartis branches in which can result of misinterpretation that could reduce the effort and commitment of the implementation of the new system. In order for this project to succeed, the senior managers must take action by being actively involved on the implementation of the new system, resolve problems/disagreements and encourage on the implementation of the new system with the line managers. A new company vision would be required and re-structuring the HR department on all branches will be required in order to accommodate the new system, therefore all Novartis branches can work concurrently.

1. What are the major technical, organizational and managerial challenges in the implementation of the HRIS?
The major technical challenges of the implementation of HRIS are the web enabling processes. It also faces complications and privacy regulations in Germany in which could limit the expansion of HRIS at Novartis in specific regions. The organizational challenges are that it would affect the relationships of HR staff members with other business firms, in result the organization would have to undergo major