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University of Toronto Customer Service at Datatronics Case Study

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University of Toronto Customer Service at Datatronics Case Study
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Running head: MODMETERS CASE STUDY ModMeters Case Study Name Organization Leadership & Decision Making Professor Date 1 MODMETERS CASE STUDY 2 Abstract Technological advancements in modern-day business environments require organizations to integrate occasionally with multiple IT innovations. Consequently, firms have to invest in IT projects and strategies to allow product and process development, along with improving their competitive advantage. Therefore, good IT projects have to align with both departmental and organizational requirements to ensure all operations are geared towards a common goal. ModMeters aims at expanding services to a global scale, but the current IT infrastructure and financial planning are significant obstacles. The organization needs to implement an IT plan that incorporates internal and external surveys and establishing a firm leadership for projects to ensure they are aligned to corporate goals. This paper discusses the elements of an informed IT plan, detailing various aspects that influence the successful integration of IT and business processes. Keywords: Globalization, IT, technology MODMETERS CASE STUDY 3 IT Planning at ModMeters Currently, the ModMeters leadership plans on diversifying into a global scale, but their current IT infrastructure cannot support the direction or organizational objectives entirely. Each leader brought forth their feature requests and requirements for the project, which are useful for developing an integrated IT plan. Notably, Brian Smith, CIO, points out some of the values of IT and how they could be of mutual benefit across organizational departments and processes. Ideally, ModMeters dedicated minimal focus on IT management, which is reflected by their massive capital allotment to the department with the highest ROI. Integrating a single IT system into ModMeters’ entire operations requires a strategic design that incorporates all departments and functions. A consolidated system is essential in ensuring that all business processes are geared towards a shared objective (Taylor, 2006). Further, the system should also enhance the incorporation of new business ventures and strategies into current operations. Therefore, the first step in the IT plan should be identifying and acknowledging the needs and gaps across all departments in ModMeters. First, each department needs to conduct a SWOT analysis on the primary IT components, in the context of organizational performance and efficiency. The process should entail identifying departmental IT-related strengths, weaknesses, opportunities, and threats, and how they align with corporate operations, like finance, customers, and growth. Furthermore, the leadership should be actively involved in the exercise to provide an insight into competitive landscapes. An informed SWOT analysis can depict the real opportunities ModMeters can capitalize, along with identifying negative currents that could potentially blemish the IT strategy (Gurel, 2017). Second, ModMeters should launch a comprehensive internal survey on employees to understand the key elements of current IT infrastructure in different departments. Workforce MODMETERS CASE STUDY 4 surveys are instrumental in identifying the impacts of ongoing operations in the context of engagement and alignment with organizational objectives. Further, understanding current processes gives the organization more flexibility in the case of adopting new technologies, along with other future initiatives. Modern systems also boost employee productivity and flexibility, which, in turn, translates into exemplary overall business performance. Third, ModMeters needs to benchmark with other organizations or local specialists to understand critical areas of focus in an IT-based strategy. Comparing an organization with others in an industry helps in understanding the current situation and identifying significant gaps in performance. Further, ModMeters can acquire vital information on cost reduction, reducing cycle times, and customer satisfaction strategies, which will aid in implementing the global business strategy. A trans-industry benchmark is particularly useful, as it will give an insight into different applications of IT in diverse industries (Christine & Krishnamoorthy, 2014). Benchmarking is crucial for ModMeters, mainly due to the rapid sophistication of the IT industry, which quickly erodes the competitive advantage of organizations. After implementing the three steps, ModMeters’ leadership can establish a vision to govern the internal IT system. The oversite will aim at expanding operations globally, along with organizing to-customer bargains. The IT strategy has to support both current processes and future ventures, particularly in globalization. Similarly, leaders should also secure financing compartments for forecasted IT operations to ensure they are funded appropriately (Taylor, 2006). They should refrain from depending on ROI to determine percentages by deciding on other selection criteria. Additionally, leaders in ModMeters should meet regularly to find common ground on IT strategies and budgeting. The goal should be implementing an integrated enterprise infrastructure that addresses both IT and business operations simultaneously. Decision- MODMETERS CASE STUDY 5 makers need to identify components of the IT project that could potentially take more significant time to align financing and budgeting. Leaders will be able to allocate appropriate and predetermined percentages to the project to ensure cohesion with other organizational operations (Fonstad & Subramani, 2009). Similarly, ModMeters should allocate the mandate of overseeing their projects to designated managers to enhance accountability and efficiency towards fulfilling organizational goals. A project manager ensures the proper delivery of requirements while maintaining both value and timeliness (Anantatmula, 2010). Further, they ensure that project goals align with the broader organizational objectives. ModMeters should also implement an integrated prioritization rubric, to help in determining and deciding on what elements of the project to launch first, with the ultimate goal of globalization. Conclusion Modern-day businesses are in the advent of digitalization and globalization, which require frequent upgrades and changes to maintain a competitive advantage. Implementing a global business strategy brings more risks and requirements for organizations as they have to adapt universal practices to satisfy broader markets. ModMeters aims at globalizing its operations, but its current IT infrastructure, strategies, and internal processes inhibit their performance. Therefore, the organization needs to adopt an integrated IT strategy, which should align all departments. The plan should begin by launching a SWOT analysis on all departments to identify the positive and negative sides of the project. The organizations should then implement surveys, employee, and benchmarking, which will help in comparing current processes with universal standards (Lofstrom, 2018). Leaders in ModMeters should also make a point of meeting regularly to find the ideal balance between IT, budgeting, and business processes. Establishing a project leader is a useful addition to the plan as it helps in MODMETERS CASE STUDY 6 enhancing the effectiveness, relevance, and value of a project’s outcomes. The IT plan will aid ModMeters’ leaders in finding common ground for both the IT strategy and globalization. MODMETERS CASE STUDY 7 References Anantatmula, V. S. (2010). Project Manager Leadership Role in Improving Project Performance. Engineering Management Journal, 22(1), 13-22. doi: 10.1080/10429247.2010.11431849 Christine, B., & Krishnamoorthy, B. (2014). Benchmarking as a measure of competitiveness. International Journal of Process Management and Benchmarking 4(3), 342-359. doi: https://doi.org/10.1504/IJPMB.2014.063240 Fonstad, N.O., & Subramani, M. (2009). Building enterprise alignment: a case study. MIS Quarterly Executive: a research journal devoted to improving practice, 8(1), 31-41. Gurel, E. (2017). Swot Analysis: A Theoretical Review. The Journal of International Social Research, 10(51), 994-1006. doi: 10.17719/jisr.2017.1832 Lofstrom, D. (2018). Bridging the Gap Between Business and IT. Retrieved from https://www.forbes.com/sites/forbestechcouncil/2018/01/16/bridging-the-gapbetween-business-and-it/#5e76b59646c3 Taylor, J. (2006). A Survival Guide for Project Managers. New York, NY: American Management Association. IT Strategy: Issues and Practices This page intentionally left blank Third Edition IT Strategy: Issues and Practices James D. McKeen Queen’s University Heather A. Smith Queen’s University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Acquisitions Editor: Nicole Sam Program Manager Team Lead: Ashley Santora Program Manager: Denise Vaughn Editorial Assistant: Kaylee Rotella Executive Marketing Manager: Anne K. Fahlgren Project Manager Team Lead: Judy Leale Project Manager: Thomas Benfatti Procurement Specialist: Diane Peirano Cover Designer: Lumina Datamantics Full Service Project Management: Abinaya Rajendran at Integra Software Services, Pvt. Ltd. Cover Printer: Courier/Westford Composition: Integra Software Services, Pvt. Ltd. Printer/Binder: Courier/Westford Text Font: 10/12 Palatino LT Std Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this ­textbook appear on appropriate page within text. Copyright © 2015, 2012 and 2009 by Pearson Education, Inc., Upper Saddle River, New Jersey, 07458. Pearson Prentice Hall. All rights reserved. Printed in the United States of America. This publication is protected by ­Copyright and permission should be obtained from the publisher prior to any prohibited reproduction, s­ torage in a ­retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, ­recording, or likewise. For information regarding permission(s), write to: Rights and Permissions Department. Library of Congress Cataloging-in-Publication Data McKeen, James D. IT strategy: issues and practices/James D. McKeen, Queen’s University, Heather A. Smith, Queen’s University.—Third edition.   pages cm ISBN 978-0-13-354424-4 (alk. paper) ISBN 0-13-354424-9 (alk. paper) 1. Information technology—Management. I. Smith, Heather A. II. Title. HD30.2.M3987 2015 004.068—dc23 2014017950 10 9 8 7 6 5 4 3 2 1 ISBN–10: 0-13-354424-9 ISBN–13: 978-0-13-354424-4 Contents Preface xiii About the Authors xxi Acknowledgments xxii Section I Delivering Value with IT 1 Chapter 1 Developing and Delivering on the IT Value Proposition 2 Peeling the Onion: Understanding IT Value 3 What Is IT Value? 3 Where Is IT Value? 4 Who Delivers IT Value? 5 When Is IT Value Realized? 5 The Three Components of the IT Value Proposition 6 Identification of Potential Value 7 Effective Conversion 8 Realizing Value 9 Five Principles for Delivering Value 10 Principle 1. Have a Clearly Defined Portfolio Value Management Process 11 Principle 2. Aim for Chunks of Value 11 Principle 3. Adopt a Holistic Orientation to Technology Value 11 Principle 4. Aim for Joint Ownership of Technology Initiatives 12 Principle 5. Experiment More Often 12 Conclusion 12 • References 13 Chapter 2 Developing IT Strategy for Business Value 15 Business and IT Strategies: Past, Present, and Future 16 Four Critical Success Factors 18 The Many Dimensions of IT Strategy 20 Toward an IT Strategy-Development Process 22 Challenges for CIOs 23 Conclusion 25 • References 25 Chapter 3 Linking IT to Business Metrics 27 Business Measurement: An Overview 28 Key Business Metrics for IT 30 v vi Contents Designing Business Metrics for IT 31 Advice to Managers 35 Conclusion 36 • References 36 Chapter 4 Building a Strong Relationship with the Business 38 The Nature of the Business–IT Relationship 39 The Foundation of a Strong Business–IT Relationship 41 Building Block #1: Competence 42 Building Block #2: Credibility 43 Building Block #3: Interpersonal Interaction 44 Building Block #4: Trust 46 Conclusion 48 • References 48 Appendix A The Five IT Value Profiles 50 Appendix B Guidelines for Building a Strong Business–IT Relationship 51 Chapter 5 Communicating with Business Managers 52 Communication in the Business–IT Relationship 53 What Is “Good” Communication? 54 Obstacles to Effective Communication 56 “T-Level” Communication Skills for IT Staff 58 Improving Business–IT Communication 60 Conclusion 61 • References 61 Appendix A IT Communication Competencies 63 Chapter 6 Building Better IT Leaders from the Bottom Up 64 The Changing Role of the IT Leader 65 What Makes a Good IT Leader? 67 How to Build Better IT Leaders 70 Investing in Leadership Development: Articulating the Value Proposition 73 Conclusion 74 • References 75 Mini Cases Delivering Business Value with IT at Hefty Hardware 76 Investing in TUFS 80 IT Planning at ModMeters 82 Contents Section II   IT Governance 87 Chapter 7 Creating IT Shared Services 88 IT Shared Services: An Overview 89 IT Shared Services: Pros and Cons 92 IT Shared Services: Key Organizational Success Factors 93 Identifying Candidate Services 94 An Integrated Model of IT Shared Services 95 Recommmendations for Creating Effective IT Shared Services 96 Conclusion 99 • References 99 Chapter 8 A Management Framework for IT Sourcing 100 A Maturity Model for IT Functions 101 IT Sourcing Options: Theory Versus Practice 105 The “Real” Decision Criteria 109 Decision Criterion #1: Flexibility 109 Decision Criterion #2: Control 109 Decision Criterion #3: Knowledge Enhancement 110 Decision Criterion #4: Business Exigency 110 A Decision Framework for Sourcing IT Functions 111 Identify Your Core IT Functions 111 Create a “Function Sourcing” Profile 111 Evolve Full-Time IT Personnel 113 Encourage Exploration of the Whole Range of Sourcing Options 114 Combine Sourcing Options Strategically 114 A Management Framework for Successful Sourcing 115 Develop a Sourcing Strategy 115 Develop a Risk Mitigation Strategy 115 Develop a Governance Strategy 116 Understand the Cost Structures 116 Conclusion 117 • References 117 Chapter 9 The IT Budgeting Process 118 Key Concepts in IT Budgeting 119 The Importance of Budgets 121 The IT Planning and Budget Process 123 vii viii Contents Corporate Processes 123 IT Processes 125 Assess Actual IT Spending 126 IT Budgeting Practices That Deliver Value 127 Conclusion 128 • References 129 Chapter 10 Managing IT- Based Risk 130 A Holistic View of IT-Based Risk 131 Holistic Risk Management: A Portrait 134 Developing a Risk Management Framework 135 Improving Risk Management Capabilities 138 Conclusion 139 • References 140 Appendix A A Selection of Risk Classification Schemes 141 Chapter 11 Information Management: The Nexus of Business and IT 142 Information Management: How Does It Fit? 143 A Framework For IM 145 Stage One: Develop an IM Policy 145 Stage Two: Articulate the Operational Components 145 Stage Three: Establish Information Stewardship 146 Stage Four: Build Information Standards 147 Issues In IM 148 Culture and Behavior 148 Information Risk Management 149 Information Value 150 Privacy 150 Knowledge Management 151 The Knowing–Doing Gap 151 Getting Started in IM 151 Conclusion 153 • References 154 Appendix A Elements of IM Operations 155 Mini Cases Building Shared Services at RR Communications 156 Enterprise Architecture at Nationstate Insurance 160 IT Investment at North American Financial 165 Contents Section III   IT-Enabled Innovation 169 Chapter 12 Innovation with IT 170 The Need for Innovation: An Historical Perspective 171 The Need for Innovation Now 171 Understanding Innovation 172 The Value of Innovation 174 Innovation Essentials: Motivation, Support, and Direction 175 Challenges for IT leaders 177 Facilitating Innovation 179 Conclusion 180 • References 181 Chapter 13 Big Data and Social Computing 182 The Social Media/Big Data Opportunity 183 Delivering Business Value with Big Data 185 Innovating with Big Data 189 Pulling in Two Different Directions: The Challenge for IT Managers 190 First Steps for IT Leaders 192 Conclusion 193 • References 194 Chapter 14 Improving the Customer Experience: An IT Perspective 195 Customer Experience and Business value 196 Many Dimensions of Customer Experience 197 The Role of Technology in Customer Experience 199 Customer Experience Essentials for IT 200 First Steps to Improving Customer Experience 203 Conclusion 204 • References 204 Chapter 15 Building Business Intelligence 206 Understanding Business Intelligence 207 The Need for Business Intelligence 208 The Challenge of Business Intelligence 209 The Role of IT in Business Intelligence 211 Improving Business Intelligence 213 Conclusion 216 • References 216 ix x Contents Chapter 16 Enabling Collaboration with IT 218 Why Collaborate? 219 Characteristics of Collaboration 222 Components of Successful Collaboration 225 The Role of IT in Collaboration 227 First Steps for Facilitating Effective Collaboration 229 Conclusion 231 • References 232 Mini Cases Innovation at International Foods 234 Consumerization of Technology at IFG 239 CRM at Minitrex 243 Customer Service at Datatronics 246 Section IV  IT Portfolio Development and Management 251 Chapter 17 Application Portfolio Management 252 The Applications Quagmire 253 The Benefits of a Portfolio Perspective 254 Making APM Happen 256 Capability 1: Strategy and Governance 258 Capability 2: Inventory Management 262 Capability 3: Reporting and Rationalization 263 Key Lessons Learned 264 Conclusion 265 • References 265 Appendix A Application Information 266 Chapter 18 Managing IT Demand 270 Understanding IT Demand 271 The Economics of Demand Management 273 Three Tools for Demand management 273 Key Organizational Enablers for Effective Demand Management 274 Strategic Initiative Management 275 Application Portfolio Management 276 Enterprise Architecture 276 Business–IT Partnership 277 Governance and Transparency 279 Conclusion 281 • References 281 Contents Chapter 19 Creating and Evolving a Technology Roadmap 283 What is a Technology Roadmap? 284 The Benefits of a Technology Roadmap 285 External Benefits (Effectiveness) 285 Internal Benefits (Efficiency) 286 Elements of the Technology Roadmap 286 Activity #1: Guiding Principles 287 Activity #2: Assess Current Technology 288 Activity #3: Analyze Gaps 289 Activity #4: Evaluate Technology Landscape 290 Activity #5: Describe Future Technology 291 Activity #6: Outline Migration Strategy 292 Activity #7: Establish Governance 292 Practical Steps for Developing a Technology Roadmap 294 Conclusion 295 • References 295 Appendix A Principles to Guide a Migration Strategy 296 Chapter 20 Enhancing Development Productivity 297 The Problem with System Development 298 Trends in System Development 299 Obstacles to Improving System Development Productivity 302 Improving System Development Productivity: What we know that Works 304 Next Steps to Improving System Development Productivity 306 Conclusion 308 • References 308 Chapter 21 Information Delivery: IT’s Evolving Role 310 Information and IT: Why Now? 311 Delivering Value Through Information 312 Effective Information Delivery 316 New Information Skills 316 New Information Roles 317 New Information Practices 317 xi xii Contents New Information Strategies 318 The Future of Information Delivery 319 Conclusion 321 • References 322 Mini Cases Project Management at MM 324 ...
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Final Answer

Final Answer

Running head: CUSTOMER SERVICE AT DATATRONICS

Customer Service at Datatronics
Name
Institutional Affiliation

1

CUSTOMER SERVICE AT DATATRONICS

2

Abstract
The customer service center is one of the most important departments in a company. In the
contemporary world, every industry is highly competitive. Therefore, the company with the best
customer care services prevails over others. Matt Rubenzahl was appointed the manager of the
customer service center when Datatronics bought E-Z RP. This was something he has never done
before in his entire career. He faced several challenges, such as working with outdated
equipment, poor departmental coordination, and underfunding. The management had not
included the customer services department among the most important sections of the company.
Thus, the majority of the complaints Matt raised were ignored. This paper describes the specific
information that Matt should seek to build a compelling case, top ideas he should include in the
proposal, and the convincing technique he should use to obtain additional funds to improve the
quality of operations at the customer service department.
Keywords: Customer service, proposal, department

CUSTOMER SERVICE AT DATATRONICS

3

Customer Service at Datatronics
For a couple of years, Matt Rubenzahl worked as a development manager at E-Z RP.
However, things changed after the company was sold to Datatronics. Rubenzahl’s colleagues
were facing an imminent job loss. Fortunately, the management at Datatronics decided to absorb
and distribute them among the various departments. Matt Rubenzahl was named the manager of
the customer service center, something he had never done in his entire career (Mck...

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