Background
The logistical requirements for Cirque du Soleil were mind-boggling. Consider the following facts regarding the company’s global operations. Cirque du Soleil employs close to two thousand people (Rivard, Pinsonneault, and Croteau 2). In addition, the company has to deal with three permanent shows in the following locations: 1) Treasure Island in Las Vegas; 2) Bellagio in Las Vegas; and 3) Walt Disney Resort in Orlando, Florida.
Aside from the three permanent shows in Las Vegas and Orlando, the company manages five tours on the road. In response, the company established an office in Nevada to handle the permanent shows. Cirque also invested in the establishment of regional offices in Montreal, Amsterdam, and Singapore to take care of roadshows (Rivard, Pinsonneault, and Croteau 2). At the end of the year, Cirque de Soliel performed a total of 5,000 shows in more than 40 cities around the globe (Rivard, Pinsonneault, and Croteau 2). It does not come as a surprise that the company benefited from the expert use of Information Technology.
The Level of IT Alignment in 2008
Cirque du Soliel experienced a high level of IT alignment with respect to business operations. The proof of this assertion was made evident upon the discovery that in 2008, the use of Information Technology was no longer limited to automating existing processes (Rivard, Pinsonneault, and Croteau 3). In fact, during Danielle Savoie’s tenure, IT was utilized to support knowledge management and leverage it to transfer knowledge processes and across projects (Rivard, Pinsonneault, and Croteau 3). This new development was exemplified by the creation of Cirque Memory. It is a knowledge repository that collected information that was created in the course of a typical preparation phase leading up to a show.
The type of knowledge stored in Cirque Memory includes but not limited to the following:
- artist’s make-up and costumes;
- sets;
- staging;
- casting,
- sketches;
- notes; and personnel information (Rivard, Pinsonneault, and Croteau 3).
In other words, IT was used to keep track and monitor the creative work that goes into every show. The end result of the process is two-fold. First, the documentation and recording process increases the efficiency of the workers, staff, and artists. They were able to avoid duplication of work, especially when it comes to providing access to important data, especially those that pertain to stage design, costumes, and information needed to replicate the shows in different parts of the world. Second, Cirque Memory preserves the ideas that were created during the course of the creative process. Danielle Savoie asserts that this helps the company preserves its heritage.
She seems to limit the documentation capability of Cirque Memory and simplifies it as a mere recorder of data. However, the intangible value of Cirque Memory goes beyond recordkeeping. The ideas that were generated through the brainstorming and analysis of current practices constitute a body of knowledge that can be considered as part of the competitive advantage of Cirque du Soliel. It has to be pointed out that the company was a trailblazer in terms of creating a new circus concept that preserves the wow factor of the older format; however, they added innovations that kept the show relevant through all the years in the road and the many shows in Las Vegas.
One of the things that separate Cirque from other competitors is the ability to thrill audiences all over the world with spectacular acrobatic movements and dazzling shows minus the use of animals. In other words, there will come a time when competitors are going to deal with issues related to the threat of new entrants or the threat of a substitute. In this regard, rival companies will attempt to copy the show’s format and design. With the help of the Cirque Memory, the company hopes to raise the bar higher so that new entrants will find it more difficult to challenge the position of Cirque in this particular industry.
The high level of IT alignment was also manifested through the development of IT applications and tools, such as the Human Resources tracker and the interactive websites that attract top-notch talent from all over the world. The HR tool enables the company to mitigate the impact of injuries. Therefore, the company is able to avoid downtime because there is an existing system that enables the company to replace injured or unavailable artists with someone who is similar in build and capabilities.
Tension Between Business Needs and IT Support
The need to upgrade is a well-known rule in the Information Technology industry. The company uses Windows-based applications. Thus, there is a need for periodical updates. IT software and IT components are not comparable to reliable European machines and equipment. It can be argued that a reliable European-made car requires low maintenance. The same thing can be said of high-quality machines because these items require only the replacement of parts after several years of service.
Computer software and hardware create a unique dynamic so that even if the IT manager takes good care of the equipment, the company is still compelled to buy new hardware. The problem is in the need to upgrade the software to keep up with new developments in technology. The company’s IT infrastructure cannot remain stagnant for long.
The need to upgrade the hardware and software component of the company’s management information system or knowledge management system is not the main issue. The need to spend money in order to acquire updated software and hardware is also an important issue; however, it is not the most problematic issue when it comes to upgrades. The problems with far-reaching conclusion are the need to train personnel and to teach them how to use the new computer system.
This is perhaps the reason why there are some employees and artists employed by the company expressing their discomfort with regards to the need to invest time and effort to study IT related activities. It is also a problematic issue when it comes to new hires and new recruits, because they need to study a new system of monitoring the work progress from the preparation phase to the diffusion phase.
Contemporary IT
Breakthroughs and innovations in IT development will certainly improve the work flow and documentation process at Cirque du Soliel. One of the major developments is the use of new technology to enhance mobile computing experiences. In the context of the company’s needs, workers and artists are now able to comply with documentation requirements without having access to desktop computers. They can now enjoy the freedom offered by mobile technology. As a result, they do not need to access a special computer or visit the company’s IT hub, they can access pertinent information and upload notes and sketches made during the preparation stage. Thus, new upgrades ensure better work flow and the development of more cost-efficient strategies.
Another important development is the use of resource management application. One of the primary advantages of new technology is the capability of the company to track the sales of tickets. Thus, if the company sees the slow activity with regards to ticket sales, it can develop marketing strategies and marketing promotions to popularize the show or event.
The company can also develop interactive applications. For example, an application can help children understand the technical aspects of the performances. The application provides a window into the world of acrobatics and other stunts. In this manner, the company introduces itself to a new generation of supporters and patrons.
The Evolution of Using IT at Cirque du Soleil
It can be argued that the company suffers the same problem encountered by non-traditional firms that embraced the power of Information Technology in order to develop a better business model. There are workers who will resist the adoption of new technologies. There are members of the team who may find it a difficult challenge to learn new things. In some instances, compliance towards certain requirements is sources of discomfort and friction between different factions within the company.
The talented members of the performing arts group may find it a significant waste of time to learn new IT-based skills. Thus, the company must develop methods to encourage the acquisition of new knowledge regarding IT. The company can hire consultants who can help them change the mindset of the people who struggled to adopt and embrace new technologies.
Works Cited
Rivard, Suzanne, Alain Pinsonneault, and Ann-Marie Croteau. Information Technology at Cirque du Soliel: Looking Back, Moving Forward. 2011. Web.