Cisco Systems, Inc: Implementing ERP
Cisco Systems CIO, Pete Solvic is dealing with replacing the companies aging legacy environment with a new ERP. Cisco wants to grow to $5B + in revenues and the current software is not going to get them there. This case addresses Cisco’s ERP project and the challenges they faced.
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A written analysis that addresses the standard case study guidelines, and answers all questions.
Preparation
Read and analyze Cisco Systems, Inc: Implementing ERP case study in your Harvard Business Publishing course pack.
Review and follow the Case Study Process and Information (see document)
When using the Case Study Process using a heading/bullet point format.
Most Important Facts of the case
Fact 1
Fact 2
Fact 3
Analysis
Answer the questions below, in relation to the case study and any additional research that you complete.
Compile your answers and recommendations into a professional, succinct analysis.
Submit your case study analysis in Moodle.
Spend the bulk of your analysis on answering the questions.
Questions
At the start of the case, Cisco’s information systems are failing, yet no one steps forward to lead the effort to replace them. Why is this? Why were no managers eager to take on this project?
Cisco was highly successful with its enterprise resource planning (ERP) effort. What accounts for success? What were the most important things that Cisco did correctly?
Did Cisco do anything wrong on the project? If so, what?
We often hear that senior management commitment is important for projects like Cisco’s ERP implementation, but senior management commitment to do what? What can top managers to do to maximize chances for success here?
Cisco went live with ERP in a big bang fashion, which is inherently risky. How did Cisco mitigate this risk?
Was Cisco smart or lucky with its ERP implementation?
