1. Write a 1 page Integrative Framework analysis of the IS implemented at Tektronix (not the implementation approach/pro ect!

" #$siness %eeds/&rivers Simplify' restr$ct$re and increase visi(ility into operations at Tektronix, Inc. Improve financial performance at Tektronix Improve integration of information systems across all divisions of Tektronix dramatically. Improve a(ility of systems to s$pport the )$ickly growing ($siness of the CPID division CPID business needed IT capabilities to help grow their business and be competitive in the market place.

Information System(s" &eployed *rocess Changed ($siness processes to fit the system implementation of the !"P system. racle

Cross region selling transactions in #$ dollars went through a #$ based holding company with branches throughout the world. Implemented +nglish as the system lang$age worldwide except for customer facing documents. %ll invoicing, collection and cashiering processed changed so that they are entered through the racle !"P system. Changed order entry so that only one business division&s product is placed on any order. ,entrali-ed the Financials across all divisions and made #$ dollars as the base currency with orders and invoices being in local currency. nce the !"P system was implemented, the 'obs for the users in the organi(ation changed. Instead of spending )*+ in data collection, they now spend more time analy(ing the data. ,inancial analysts were able to drill down to several levels of detail and hence could get sales trends and internal performance. ,o$ntry /anagers in !urope were eliminated. -oved each country from a profit center to a commission basis.

.rgani-ation/*eople

/anagers (ecame (etter decision makers. !ntire organi(ation (ecame more thinkers than doers due to the transparency and availability of data across the integrated organi(ation. !mployed racle and %ris consulting to help with Pro'ect implementation.

utsourcing the mainframe infrastr$ct$re ca$sed a red$ction to staff in IT. People across the organi(ation assumed new roles during the implementation of the pro'ect. Tektronix built new skills internally and esta(lished practices for future implementations.

Technology #sed .racle +0* system Consolidated to a single data center system utsourced its mainframe processing Tektronix used I#/ and S$n 1nix machines. #tili(ed C% #nicenter for systems monitoring. Tektronix installed multiple lines and several protocol converters around its global network. Tektronix standardi(ed the network and used IP .Internet Protocol/ for connecting all machines on the network. Tektronix had visi(ility into finished goods inventory regardless of where the inventory was located. Improved inventory t$rns Increased capacity to take on additional business Improved flexi(ility to buy new businesses Same day shipments in some divisions rose from 01+ to 21+ Improved data integrations increased more visibility into sales trends and financial performance. Tektronix had integrated a new 2erman ac)$isition in less than two months

#$siness 0es$lts

3. Then give a 4 page str$ct$red description of their approach to implementing +0*. Sponsorship The C, C! at Tektronix Carl 3eun was the $ponsor4Champion for the pro'ect. The had given unlimited authority to Carl 3eun and he was the final decision maker

on the pro'ect. This helped the pro'ect resolve issues 5uickly. *ro ect team str$ct$re There was one program manager who was responsible for the entire roll out. There were key players in each functional and geographic area who acted as negotiators when business change was needed. #$siness /odel and 2$iding principles5 Created business model around what responsibilities and processes are owned by divisions and what are owned at the corporate level. The business practices were clearly defined and served as guiding principles throughout the pro'ect. The team used standardi(ation and used a 6plain vanilla7 approach wherever possible and challenged existing business practices. *ro ect Sched$le5 The program was implemented in waves and each wave delivered a specific set of functionality for a particular division or geographic region. The pro'ect was divided into 8 sub9pro'ects : a/ ,inancials b/ rder -anagement and %ccounts "eceivables modules in the ; business divisions and c/ <lobal rollout. Tektronix did not have the internal skills for the implementation and hence hired consultants from 2lo(al 0ollo$t5 %pproach was to implement to each of the sites incrementally and rollout in waves The ideas was to apply the learnings from each implementation to the future ones. racle, %ris consulting and other small consulting firms. nly in cases of extreme need, the !"P package had to modify to fit the local division&s re5uirement.

<lobal rollout was carefully planned with the approach of implementing easier ones first and then the difficult geographic regions.

6. 0ead the article and in a 4 page ($llet list 6 of the most important iss$es for s$ccess The !"P system promotes heavy standardi(ation of business processes across the enterprise and the standardi(ation should not conflict with the rgani(ation&s overall strategy. ,or example if the organi(ation&s competitive edge is through customi(ation of services, the !"P system might not be able to meet the needs and hence will not be the right fit for that organi(ation. $trong Commitment and $ponsorship needed from the $enior !xecutive of the organi(ation. =ithout the sponsorship and commitment from the top management of the organi(ation, the !"P system cannot be implemented. The organi(ation should be willing to standardi(e business processes across the organi(ation and not make heavy customi(ation. Customi(ation should only be used on occasions when it is absolutely needed If not, it loses the benefit of implementing the system and will run into heavy costs for implementation. 7. +val$ate how Tektronix meas$res $p against each of these. (89". The !"P implementation was needed at Tektronix in order for it to achieve standardi(ations across the various divisions and tight integration across the geographically diverse divisions. This matched with its overall strategy of bringing transparency and flexibility to grow globally. The !"P implementation at Tektronix had high level of commitment and sponsorship from Carl 3eun the C, successful as a result of that. Tektronix had the commitment and willingness to standardi(e business processes and customi(e only when needed across the various divisions. This helped implement flexibility and transparency across the divisions within Tektronix. and hence the implementation was