Anda di halaman 1dari 2

Stakeholder Analysis for Rich-Con Steel Case Suggested Solution

Vision: IT-enabled and Integrated Order Fulfillment Process


Future States
Areas of Change
- Integrated, ITProcess
supported order
fulfillment process
- Information
transparency; ad-hoc
reporting
Technology
- Stable, reliable IT
- Repaired faith in mgmt
and IT
Organization/ Culture

Changes
- Change processes to leverage
IT; no manual workarounds

- Configure ERP correctly


and/or modify to meet
organizations distribution
needs
- Training of IT staff on new
technology
- Champion and manage
change
- Fact-based decision making
- Workforce comfortable with
IT

Stakeholder

Change Needed

Perceived
Benefit

Perceived
Resistance

Capability
(L,M,H)

Readiness
(L, M, H)

Commitm.
None

Staff and
managers
in affected
functional
areas

Use IT; no
more paper

New skills
More info
company
success

Skepticism
given prior
failure;
fear of
another
failure
Effort to
learn IT &

L/M

Commitm.
Let it
Happen

Key Stakeholders
- Staff and managers in
affected functional areas
(sales, purchasing,
warehouse, shop floor,
billing)
- IT staff
- Vendor

Management team
Staff and managers in
affected functional areas

Commitm.
Help it
Happen

Commitm.
Make it
Happen

Action Plan

-Apologize
-Explain need
for change
- Engage in
new
implement.
effort
- Train in

new
process

IT staff

Learn to
configure &
maintain new
IT

Marketabilit
y of skills in
current
technology;
more central
role in org

Skepticism
of prior
failure;
fear of
another
failure;
value of
outdated
IT skills
lost

L/M

L/M

Vendor

Critical
evaluate own
system; Make
modifications;
Properly train
IT staff
Champion IT;
Learn about
IT; Use ITgenerated
reports for
fact-based
decision
making

Revenue,
possible
product
improvement

Loss of
reputation
if errors in
s/w are
found

Restoring
orgs faith in
mgmt and IT
More Infor
better
decisions
company
suceess

Learn IT
and effort
of being
chmapion

L/M

Mgmt
Team

parallel
conversion
environment
-Incenti-vize
to adopt IT
-Apologize
-Engage in
diagnosing
problem with
new IT
-Train on
new IT
- Parallel
conversion as
test &
learning
environment
Negotiate
mutually
beneficial
contract
-Explain need
for
IT/champions
-Engage in
new
implement.
effort
- Train

Anda mungkin juga menyukai