Continental Airlines and EDS - Research Paper Example

Continental Airlines and EDS Introduction Continental Airline’s ten years IT outsourcing contract after the initial five years definitely needs revision. This is to the fact that each company changed in different dimensions in certain capacities that affected the working in each company. This was not necessarily a negative change but both company had different pace of growth. Wejman’s contribution towards making the necessary changes it aspects from IT outsourcing the managing data would be then much handy in creating a better solution for both EDS and Continental. Having a drastic change in the last decade of the 20th Century, where Continental got out of the bankruptcy channel and started its way out to growth, the company as comparatively to EDS was just one of the company seeking solutions. As certain programming and IT management is not the core part of an Airline company, these operations were inevitably going to be outsourced to professional skills providing consultants and implementers. Now laying within the company, Continental after being stable towards its economic inflow through the Go Forward Plan was looking towards innovation. This also caused for major managerial change with much more skilled and innovative people. The difference is then directly seen when the core group of Continental was downsized and better people were hired who required newer, better and quicker solutions to the problems. When compared to EDS, at the end of first five years, Continental started to grow somewhat of a critical thinking system through the leadership of Bethune and Brenneman. That happened as they returned the company to profitability. Wejman’s Approach Wejman being in charge and comparing the history through the scope of Continental in the relationship to EDS is of much regard towards the future five years. The most important of that being is stability towards Continentals constant change of managerial staff, executive office staff and creating constant long run solutions with systematic modifications throughout the year(s). Continental being a growing company, now was looking forward for IT solutions in all aspect to provide maximum concentration towards customer relations. Clearing making the prime priority to gain trust of the customers to have them fly often with Continental ensuring quality and time-saving incentives. Having made a World Wide Web domain, the IT outsourcing then was necessary to have a smoother in house work load. (Consulting, 2009) This major change was not necessary a easy solution to play with on EDS part and required sudden changes from the EDS staff who was not always applicable towards providing certain solutions. For Wejman the correct stance would be follow the patterns through applying the tools used for managing the relationship, especially close end meetings. Given EDS management a true outlook and having them understand the true potential of a long running, IT efficient airline meant to comply with newer technological solutions as they come. The solutions previously installed such as QIKRes were efficiently installed with just a short duration of nine months, hence as the technology became more complex to program but provided user friendly solution to both Continental staff and data collectors at EDS, the need of the time was to tap into those solutions and directly consult EDS to help make their job easier by providing the quicker solutions, regardless of cost to Continental Airlines. (McDougall, 2009) Causes and Work Styles EDS being just another IT solutions provider also had work load from other airlines. Thus, the contract needed much revision to help Continental to complete the next five years of the contract. Continental solutions require having a separate MIS (Management Informational System), solely for the direct access towards EDS solution providers. This could help Continental to have a much quicker access to EDS. The reasons of how this is important to Continental is due to the fact that in the recent change of management in Continental, each managerial staff has worked around their styles to carry out the solutions they seemed fit at the time. Hence, something permanent to just take care of IT and Logistical outsourcing department would be of much help in the longer run. Wejman’s concept should then revolve around making something permanent. As contract will then end sooner or later but Continentals IT requirement would still be in need. Hence, the working pattern for Wejman’s should be to think on a long run by creating a MIS Department where collaboration towards outsourcing companies could be managed by hiring professionals linked to those solutions as they could then also interpret the jargon of airlines and convey their message to EDS in more effective manner. Shifting majority transaction toward the World Wide Web for consumer relations in the long run could provide better consumer and could help attract a larger market. (Consulting, 2009) There is a necessity to have a certain role change as not all needs were met to continental. With new Internet based facilities were coming in, sticking with the old contract would then be at harm as then Continental would require making another costly investment towards a contract. Having EDS working hand in hand the understanding would be much easier to just redo the workings accordingly to the upcoming technological age. The way about to take this step is to make EDS think of lending a hang of trust towards the future as it would only help in a better relationship of EDS with Continental, the solution would not be provided to any other outsourcing company. (McDougall, 2009) Using the motive of sharing trust between both the companies would encourage EDS into their managerial efficiency and would result in EDS providing efficient consultancy as if they want to have Continental as their permanent vendor they would try to provide constant solutions which Continental would buy into. This planning would incorporate how Continental Management wants to work about their outlook for the consumers, making their flights more focused towards the reliability and comfort. Conclusion Continental as just providing IT outsourcing business to EDS is much more of its seven clients of airlines. Hence, for EDS to be more efficient towards providing IT facilities it is necessary Continental takes stronger step by not just expecting EDS to comply by technological changes but working for it through special amendments in the contract. EDS solutions used by Continental were a solution for a better outlook of the company and hence the future relationship requires to have a deep understand between what EDS can provide and how Continental Airlines can proficiently implement in their business. References Consulting, Enaxis (2009, October 26). Continental Airlines Awards New IT Services Contracts to EDS and HP. Continental Airlines Awards New IT Services Contracts to EDS and HP. Retrieved March 5, 2014, from http://www.enaxisconsulting.com/news.php?nid=Nw%3D%3D&pn=continental-airlines-awards-new-it-services-contracts-to-eds-and-hp McDougall, P. (2007, October 23). Continental Airlines Outsources Tech Ops To EDS. InformationWeek. Retrieved March 5, 2014, from http://www.informationweek.com/continental-airlines-outsources-tech-ops-to-eds/d/d-id/1060663? Read More