Introduction
Even with the high performance, every organization may face during its operations, there is still the need to attain stability in the competitive world of business. This would require dealing with issues on the ground for their preferences to help identify past defects that led to recession rather than handling them en bloc. This should include incorporating modernity in all those spheres of operation as well as managing the new systems before the business transactions can be expedited in an atmosphere of certainty. In the case of Cisco management, critical principles needed to remedy the situation would include adopting modern technology and project management.
Work Design
The key to any successful redemption of any organization that is already in recess demands a working design. This is a method by which the organizational performance should first be improved by good human relations aimed at addressing technical issues facing the operations from the human perspective. The management team must consult with their staff in the spirit of democracy so as to make them part of the intended decision. This would help foster job satisfaction, improve quality and reduce the employee’s problems.
At Cisco, the better history has been tainted with the employment of casual labor force and their demoralization caused by low wages against mammoth initiatives as Peter Solvik, Cisco Systems chief information officer pointed out. Due to this, Solvik foresees the danger ahead of the Enterprise Resource Planning (ERP) implementation strategy that is dependent on both the disbursements and reimbursements of workers, or else it risks becoming a dash and abandons the project.
In redesigning work at Cisco, an all-inclusive strategy that entails qualified human resources, good information flow, and of no less importance, the incorporation of monitoring and evaluation strategies, must be true. As a quick way of redesigning work at the already established Cisco, Elizabeth Fee, an implementation team recruit has tactfully used the chance to handpick workers based on merit and as a way of advancing their careers rather than those changing theirs for the sake of a dime. This comes at a time after a decision had been made in a board meeting with a focus on KPMG’s performance. This approach has proved to have far-reaching positive results during the monitoring and evaluation process and with good promises of returns and improved longevity of the project.
Technology Automation
In the era of modernity, technological advancement has tended to enhance most of the organization’s capacities to handle issues as well as to improve the flow of information. At Cisco, this has been a major problem that has seen most of its operations malfunction and somewhat leading to shutdowns even after the modifications and replacements has been done as noted by Slovik, Pond, and other managers. According to Slovik, there has not been a single channel of the decision-making process to link the various functional areas but rather each department has only been operating independently.
The decision to integrate Carl Redfield’s digital system ORACLE in the ERP implementation is considered timely compared to the old routine. This program with improved sophistry is modern as opposed to UNIX-software-based. It improved information dissemination within and without the organization, and with the latter recording a boom. According to Randy Pond, the director in the manufacturing and co-leader of the project, the failure experienced at the embryonic stage of the program’s installation was twofold. One was due to a lack of technical know-how and inadequate information on the capability analysis to suit the recent upsurge in demands. Second, attempting to run the programs sequentially at different times meant that there was still no automation achieved yet this was the main issue for incorporating the new idea.
Capability analysis
Capability as a constituent of development in any organization is principled on techniques to help determine the performance of a process and which every company must adhere to for its survival. Any program or process must meet a set of specification limits. If a sample of data is considered from a process, it is prudent to take note of an estimate of the defects, one or more capability indices, and the level at which it operates. At Cisco, this has been done luckily through an analysis of the program for correlated measurements which included assessing the ORACLE, hardware vendor, and KPMG to ensure eventual stabilization.
According to Solvik, the Cisco team reverting to the SWAT mode attempted to exercise their smartness by sticking to the capability they had bought. By this, any defect experienced in the implementation of EPR was counted on the sponsors. By running the programs sequentially, the company was enabled to assess each program and identify their capacity to take the organization to new horizons. According to Solvik, this was sheer luck because if they were to run programs en bloc, then identifying defaults was going to be another task of its own kind including getting deep into their pockets. However, with that celebrated success in the EPR implementation strategy, the Cisco team is now well equipped to undertake others of this nature.
Conclusion
This is the discipline of planning, organizing, securing, and managing resources to bring about the successful completion of a project. At Cisco, the team has utmost taken a risk by doing this in three phases without focusing again on their legacy but success. Most established organizations tend to base their project management on their legacy but at certain times this has led to failures. The team whether by coincidence or through knowledge, identified a sequence of steps to be completed. These included initiation, design, execution, monitoring and evaluation, and finally the completion of the project and which every company focusing on success must uphold.