The Changes in the Management Processes of Enterprises - Assignment Example

of the of the 29 July Balanced Scorecard A balanced score card is a system that evaluate and measure performance of an indicator that identifies organization’s progress towards strategic objectives. As the scorecard was invented by Robert Kaplan and David Norton in the year 1992 ("Balanced Scorecard." 644-644), it combines financial indicators as well as other perspectives such as customer perspective, internal business perspective and Innovation perspective ("Balanced Scorecard." 644-644). Likewise, the balanced score card system demonstrates how these factors are linked with each other, empowering present, past and potential performance to be monitored, managed and evaluated ("Balanced Scorecard." 644-644).The balanced score card is extensively used for changes in the management processes of enterprises. Likewise, the change is reflected to processes, practices or methods affected by innovative management practices. This complex concept refers to a challenging concept, as balanced scorecard is widely used in corporate organizations, change is a regular feature. It is fundamental that information systems in an organization assumes that the required information is known to the user, ensures that it is acknowledged and received on a consistent basis and is also embedded in the decision making process of the organization. As per the scenario, the development of performance management system for Procter and Gamble must meet these requirements (Sachs 53-64): Procter and Gamble is seeking to construct an effective and proficient performance management system that will adhere to organization objectives into visible and measurable targets demonstrating success that is also shared among the organization’s customers and stake holders. Provision of a tool to the organization that will access, manage and enhance the overall welfare of business information systems Continue to divert from inflexible, compliance and audit approach for oversight of an a continuous strategic organization incorporating organization head quarters Incorporating measures addressing cost, robustness, quality, customer service, motivation factors and skills for a resilient performance management system, as it will replace legacy performance assessment models via structured approach Four perspectives of a balanced scorecard incorporate 4 components (Ahmed et al. 981-993) i.e. Financial, Customer, Internal Business Processes and Learning and Growth. 1.1 Financial Perspective The financial perspective of the balanced score card varies for Government organizations and private organizations. As the business objectives for the private sector are generic and exemplify transparent extensive targets associated with profit based organizations operational in the commercial marketplace. In contrast, considerations for financial aspects of public limited organizations play a limited role, as financial goals are rare for being a primary objective for businesses. The Information Technology department of Procter and Gamble will incorporate financial perspective of the balanced scorecard for measuring the effectiveness and efficiency of critical information technology processes to meet business requirements within an allocated budget. By effectively monitoring key process indicators, Return on Investment (ROI) can be calculated and augmented as well. The increase in ROI will definitely show a positive intent of the stakeholders. 1.2 Customer Perspective The customer’s perspective of the balance scorecard will evaluate the ability of the IT department for contribution in providing quality goods and services, supply chain effectiveness and satisfaction for overall customer service. KPI for monitoring Supply Chain Management (SCM) will focus on activities and processes involved in product delivery and storage. If an effective IT based SCM is operational, customers will be satisfied, as goods will be delivered on time and will have 100% availability in stores and supermarkets, even in online stores. 1.3 Internal business Process Perspective Internal Business Processes focuses on internal goals of different departments that may have collaboratively worked to achieve an objective. In order to meet internal objectives, there is a requirement of defining key business objectives in the balanced scorecard. These key business objectives will be reflected as a KPI. 1.4 Learning and Growth Perspective Learning and Growth perspective monitors the capability and abilities of employees, quality delivered from information systems and the alignment of organizational processes to achieve business goals. A KPI relevant to this perspective will be incorporated in the balanced scorecard. However, these processes will only accomplish if proper skilled resources are utilized by an appropriate, accurate and on time information. As business or technological trends changes, resource management should also be reviewed for recruiting or training employees for meeting business requirements. After discussing these four perspectives, in the context of Procter and Gamble IT department, a performance management system deployment is required. Likewise, for implementing a performance management system for the IT function, a structured method will be utilized, as it will set the initiation point by an agreement on performance goals, allocation and prioritization of resources, updating management teams to modify current policy or approach to meet business objectives and reporting on the success criteria of achieving these objectives or goals. History of performance measurement system started in 1993, when the Procurement Executives’ Association (PEA) made the Performance Measurement Action Team (PMAT). The objective of this team was to evaluate the state of acquisition system by classifying a structured approach for measuring and improving acquisition system performance. The objective of the team is derived by developing a strategy to monitor health status of these systems. By deploying balanced scorecard in Procter and Gamble IT function, it will provide a common method and a coordinated framework (Kaplan and Norton 322) for all the performance measurements integrated functions. Likewise, department or function managers will be able to emphasize on a common language, (Kaplan and Norton 322) as the common language will provide a mutual foundation for considerations of measurement results. Moreover, the balanced score card will provide accurate data that will act as the basis for business decisions. 2 CIO 100 Intel The Information Technology Self Service Portal received a 2011 CIO award. As the on demand self-service portal for Intel is a private cloud that quantifies results for business or trading partners ("Intel IT Annual Performance Report "). The CIO 100 award was granted because Intel has demonstrated innovation in IT to establish value in business and gaining competitive advantage ("Intel IT Annual Performance Report "). 2.1 CIO 100 Selection Criteria Two CIO 100 judges are assigned to the task incorporating former Chief Information Officers, consultants and academic experts to review all application. ("Intel IT Annual Performance Report ")The evaluation of the applications is carried out on two criteria i.e. Business Value and Innovation. The marking is based on a scale of 20, as applications are reviewed and marks are allocated accordingly. Likewise, applications evaluated for a score of 15 or higher from the selected 20 applications, they enters the second stage of scrutiny by the CIO editorial team ("Intel IT Annual Performance Report "). Next stage of selection incorporates the examination of comparing business value via innovative and state of the art technology utilization. As the evaluation continuous to identity most dynamic and innovative ideas, methods, practices, CIO 100 honor is granted. However, the examination not only emphasize on business value, as value of information technology is also evaluated, as it is utilized for executing projects effectively. Possible options for this scenario incorporate pioneering a new technology, uncommon, innovative ways, implementing a familiar technology to a new objective, gaining competitive edge. Furthermore, focus on projects saving costs and at the same time generating revenue for the enterprise despite economic challenges are also evaluated. 2.2 Intel Chief Information Officer Perspective ("How We Chose the 2011 CIO 100 Winners CIO.com ")The CIO at Intel believes in thinking differently, as the super-fast changes in business and technology have played a primary role in today’s Information Technology environment. IT professionals need to think different ways of engaging with business leaders and deliver technology solutions. The interdependence of IT with achieving business objectives is irrefutable, (King 2-2), as IT is an enabler for business along with providing scalability, agility, productivity and efficiency. Moreover, strategic alignment with business partners is imperative now, as outsourcing sector is on a rise. ("How We Chose the 2011 CIO 100 Winners CIO.com ") In the year 2011, Intel was able to make a significant impact on the progress of three initiatives. The enterprise private cloud computing solution is rolled out to data centers located globally and they are distributing new service ("How We Chose the 2011 CIO 100 Winners CIO.com "). Emphasizing on IT consumerization (Dell Inc. 1 ) that enabled employees to bring their own devices, Bring Your Own Device (BYOD) for work along with accessing contents in a secure and cost effective way. ("How We Chose the 2011 CIO 100 Winners CIO.com "). Moreover, Intel enterprise security architecture facilitated to activate vast range of delivery models for applications and devices along with securing mission critical assets. Apart from these three initiatives, Intel established the fourth initiative pertaining to strategic characteristics that is utilized for decision making via business intelligence and advanced analytical resolutions ("How We Chose the 2011 CIO 100 Winners CIO.com "). 2.2.1 Business Efficiency At Intel, business efficiency is derived by four core functions ("Intel IT Annual Performance Report "): Manufacturing Problem Detection Analytics that identifies and detects anomalies and deviations in the processes of the manufacturing function, as it facilitates manufacturing factories to enhance yield and prevent from mistakes that may lead to high volume issues and high cost. Design Computing Predictive Engine is capable of predicting time for jobs associated with silicon design. Moreover, it also predicts the processes that have likelihood to fail and consequently, empowering intervention and at the same time optimizing computing capacity. This core function solely has avoided $7 million cost in the 2011. Security Dashboard reflected malware data collected from multiple sources. By incorporating the dashboard, Intel was able to detect and resolve issues pertaining to workstations and servers in a timely and cost effective manner. Customer Relationship Management system at Intel empower the sales team to perform data mining of large data sets pertaining to customers for identifying the most effective prospects. 2.2.2 Expanding Business Intel is utilizing IT to expand its business via supporting new business services, activating secure and external collaboration, scaling web solutions for Intel’s Sales and Marketing Group and integrating new acquisitions ("Intel IT Annual Performance Report "). 2.2.3 I.T Efficiency At Intel, operational excellence is achieved by integrating a realistic IT operational framework, comprising of 4 critical factors i.e. quality, velocity, efficiency, velocity and one core factor i.e. key performance vectors. Via this framework, IT operations are measured, (Curley 155-168) service transformation and management is conducted and business process improvement is also performed ("Intel IT Annual Performance Report "). 2.2.4 Leadership and Management At Intel, IT governance function and leadership is derived by 5 core principles that are followed consistently. ("Intel IT Annual Performance Report ") Intel believes to take IT one step further from everyone else i.e. strengthening strategic trading partners, calculating customer satisfaction levels, transformation of resources, strategic planning of IT and communicating the value of IT to all ("Intel IT Annual Performance Report "). 3 Business Disaster Recovery 3.1 Three Steps to Reduce System Failure In order to minimize the likelihood of the system, there must be a stress test for all the core components on the network on monthly or weekly basis, depending on the size of the network. The stress test examines the stability of the system on while handling many simultaneous functions and processes. Stress testing is far beyond normal operations as it can be categorized in to application stress testing and hardware stress testing. In order to minimize the likelihood of the system, there must be a stress test for all the core components on the network on monthly or weekly basis, depending on the size of the network. The stress test examines the stability of the system on while handling many simultaneous functions and processes. Stress testing is far beyond normal operations as it can be categorized in to application stress testing and hardware stress testing. The strict security measures, both in terms of physical and software security. Biometric identification system and encryption techniques can be implemented to minimize database security. Moreover, the third step would be to replicate the core services that are running on a specific server or workstation. This will facilitate the employees to entertain the patients, whenever a primary server goes down. 3.2 Plans and Changes In order to minimize system failure for future, risk analysis is required that will identify all the critical systems on the network. It will also demonstrate the factors that may disrupt the critical system on the network. Moreover, it also includes the implementation of adequate controls in order to prevent system failures. Daily backups are required on daily basis and a mechanism is required that will check the integrity of the backup at the same time, if the backup is corrupt, new backup can be requested at the same time. It is essential to prevent the backup database also by applying adequate security measures, as database contents are highly classified. In case of a natural disaster, data must be relocated on a separate data center situated far away geographically. Furthermore, to eliminate power issues, ‘PoE’ can be implemented to minimize electric outage as it contains its own separate electric channel for the workstation and network devices. 3.3 Root Cause Analysis The major impact that contributed to the system failure problem is the instability of Tech Med system as well as the application that creates database backup. However, primary source of power was restored instantly and replaced by the secondary link. The impact of Tech Med system resulted in halting all the operations associated with Jones Regional Medical Center (JRMC). Moreover, the impact of corrupt database backup resulted in a major halt in system operations of the medical center. Manual entries were conducted, as full database recovery is required from journal articles to transactions. Likewise, when the system is not operational, the staff at the medical center has noted all the operational processes manually so that they can be entered, when the system becomes operational. 3.4 The Most important Factor The most important factor was the instability of the Tech Med system as it halted all the operations on the network of the medical center. As a result, the staff has to manually note down all the entries that were consuming a lot of time and delays in processing medical center services and operations. 3.5 Contributing Factor The contributing factor of a system failure was the corruption of a database backup that was conducted before the Tech Med system became unresponsive. During the instability of Tech med system, the medical center suffered from the corruption of database backup that resulted in a full database recovery, including transactions of journal entries. Consequently, the system failure consumed more time than expected. 3.6 Questions to the CIO The questions may include What are the Tech Med system backup strategies that are implemented, to secure the network services in spite of the system failure? What are the Database backup strategies that are implemented, to secure the network services in spite of the system failure? What are the electricity backup strategies that are implemented, to secure the network services? What are the medical center’s Internet backup strategies that are implemented, to secure Internet connectivity? 3.7 Disaster Recovery Plan The disaster recovery plan covering all the issues and counter measures is demonstrated below: Threats Counter Measures Power Failure Alternate power distribution link Database Failure Backing up data on 3 different locations at the same time by disk mirroring, ciphering, DLT or manual backup on daily basis. System Failure Alternate system to replace the affected system Theft Lock Cabinets IP cameras, biometric fingerprint identification, Vandalism Hard steel box for Servers and Databases Flood Relocating or replicating the network room Create a duplicate or replica of crucial data servers that are geographically located away Fire water sprinklers, Fire extinguishers Earthquake Relocating data with data centers that are geographically located away 4 Amazon.com Amazon illustrates the idea of their business in 2008 SEC filing as “Relentlessly focus on customer experience by offering our customers low prices, convenience, and a wide selection of merchandise.” ("Amazon.com case study - Smart Insights Digital Marketing Advice "). Amazon.com visualizes itself as the world’s most customer-centric organization (Little and Marandi 211). Moreover, the expansion of the proposals is handled through the central marketing strategies as they focus on both online as well as, offline communications. The Amazon’s key to success is represented by achieving client’s reliability as a result repeat purchases are made from their loyal customers. However, many online business groups face fall shorts as they are unable to achieve customer’s loyalty but on the other hand Amazon has conquered both the satisfaction as, well as the loyalty. The SEC filings of the Amazon show the stress for achieving the awareness regarding customer’s satisfaction. In order to figure out the compliant of the customers the Freeland Systems Partners provides a “Cloud” Computing Platform to the Amazon customers. (Systems, 2011). This with facilitate the HIPAA complaints services of the customers thus providing the prompt response to the customers. In fact, a platform is provided by the Freeland’s Amazon S3 relationships that can support the same technology that is been used by the Amazon.com globally. The Freeland Systems is influenced by the Amazons S3 services i.e. simple storage service therefore they proclaimed to launch the HIPAA-complaint storage application inside the Access Point Technology (Systems, 2011). The electronic and structured based management solutions in the field of cardiology, phrenology, radiology, vascular, cath, molecular imaging and echo cardiograph is provided by the Freeland Systems for the HIPAA (Abood 458). The HIPAA provides safety for the patient’s information, disaster recovery data and the patients through auditing. The medical records of the patients in the U.S are confined via HIPAA. The back-up storage facility is also provided by the Data Centers and the “Cloud” technology in addition this is the most inexpensive method as compared to the other techniques. Unfortunately the Data Centers and the “Cloud” technology are not properly developed uniformly. The problem that is usually present with this technology is the lack of infrastructure that can help to fulfill the HIPAA necessities. As a result, without doubt patient’s medical records can be misplaced or stolen. The Freeland’s long term documentation system thus provides a platform to utilize the technology globally in collaboration with the Freeland’s Amazon S3. Since 30 years the Freeland Systems, LLC Freeland Systems are providing digital image management technology in the health care organizations. The recent technology is developed by the company i.e. Access Point Technology that provides medical records security, documentation, presentation, EMR/EHR and reporting. Moreover, the technology is focused on the small cardiology practices and vein care industry due to the high pricing. The modern software is comprised of the features that are designed to support the medical practices that are not improved to the digital technology standards. The merger of Amazon.com from Zappos portrayed a customer driven online experience and technology focused towards a one to one knowledge based relationship with customers (John Gerzema and Kotler 139). 4.1 Amazon.com Vision and importance of technology The Jeff Bezos is the founder and CEO stated the importance of technology related to customers. The 2010 Annual report (Amazon, 2011) reveals that the software architecture that is implemented in the Amazon.com does not utilize several patterns. However, the difficult interpretations, line system, workflow, item caching, company intelligence, machine learning, probabilistic decision making and several other methods are implemented. In fact, lots of engineers and architectures are busy in developing advance technologies that can be added into the systems to work more efficiently. A number of problems are faced daily that are not resolved by the any technology therefore; new inventions are needed to encounter these problems (DATAMONITOR: Amazon.Com, Inc1-11). This shows that Amazon.com is utilizing modern technology in order to support the customers. In 2011, Amazon.com stated that the Kindle books are selling rapidly if compared to the paperback books because it was an electronic book reader that allowed consumers to purchase the online document and read it on the device ("Amazon Unveils Kindle Cloud Reader." 18-18). The 115 Kindle books are being sold on the comparison of 100 paperback books. Moreover, the Kindle apps are now made available on Apple iOS, Android and on PCs. 4.2 Amazon.com Technology The Amazon technology is continuously supporting the traditions related to the testing of new technologies. There is a considerable investment in the field of technology that benefits the Amazon.com internally as well as, externally. These significant advantages are not available to other companies due to their lack of focus on the online channels. Amazon.com stated in 2005 that they are using their own technologies that are developed by their engineers and architectures. In addition, some of the licensed technologies are brought by the third parties and are utilized by implementing number of features and functions in order to advance the customers satisfaction and shopping experience. This will improve the customer’s service operations and allows the third party to utilize our platform. Amazon.com believes in developing the improved and specialized software that supports the business development as, well as customer’s contentment. For data storage, Amazon.com is already utilizing Oracle Database 11g. The technological spots that are enhanced include platforms for the sellers, A9.com, completely owned subsidiary, web services and digital creativities. The page includes numerous slots that call web services for further features. This will help the customers to alter the contents present in these slots. On the contrary, most sites enables the real-estate on-screen Amazon.com utilizes the floe able or fluid pages design. The e-retail facility is also provided by Amazon.com. In 2005, Amazon.com stated that there are a number of applications present in our web site that enables the customers to place the orders easily. In addition, other facilities such as tracking, managing orders and suitable shipments for the customers. The applications also handle the customer’s request, authorizing and customers charging credit cards. Work Cited "Amazon.com case study - Smart Insights Digital Marketing Advice "Web. 8/3/2012 "Amazon Unveils Kindle Cloud Reader." Library Journal 136.15 (2011): 18-. Print. Abood, Richard R. Pharmacy Practice and the Law . Sudbury, Mass.: Jones and Bartlett Publishers, 2011. Print. Ahmed, Zafar, et al. 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