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Teaching Since: May 2017
Last Sign in: 283 Weeks Ago
Questions Answered: 27237
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Education

  • MCS,MBA(IT), Pursuing PHD
    Devry University
    Sep-2004 - Aug-2010

Experience

  • Assistant Financial Analyst
    NatSteel Holdings Pte Ltd
    Aug-2007 - Jul-2017

Category > Law Posted 11 Sep 2017 My Price 10.00

Mini case assignment

Read the mini caseBuilding Shared Services at RR Communications, then complete a well-written 3 page (minimum) paper responding to the questions presented at the end of the mini case. 

 

RR Communications Case.pdf 

 

 
 

 

 

 

 

 

 

 

 

 

 

 
MINI
CASE
Building
Shared
Services
at
RR
Communications
Vince
Patton
had
been
waiting
years
for
this
day.
H
e
pulled
the
papers
together
in
front
of
him
and
scanned
the
small
conference
room.
"You're
fired,"
he
said
to
the
four
divisional
C
I
Os
sitting
at
the
table.
They
looked
nervously
at
him,
grin-
ning
weakly.
Vince
wasn't
known
to
make
prac-
tical
jokes,
but
this
had
been
a
pretty
good
meeting..
at
least
relative
to
some
they'd
had
owr
the
past
fiw
ye.lrs.
"You're
kidding."
said
Matt
O,l\ves,
one
of
the
more
outspoken
mem-
bers
of
the
divisional
CIO
team.
"Nope,"
said
Vince.
"
I've
got
the
boss's
OK
on
this.
We
don't
need
any
of
you
anymore.
I'm
cre.lting
OIlE'
en-
terprise
I
T
organization,
and
there's
no
room
for
any
of
you.
The
HR
people
are
waiting
ou
t
side."
With
that,
he
picked
up
his
papers
and
headed
to
the
door,
leaving
the
four
of
them
in
shock.
''That
felt
good,"
he
admitted
as
he
strode
back
t
o
hisotfice.
A
big
man,
not
known
to
toler-
ate
fools
gladly
(or
corporate
politics),
he
was
not
a
cruel
one.
But
those
guys
had
been
thorns
in
his
side
ever
sina'
he
had
taken
the
new
exec-
utive
VP
of
IT
job
at
the
faltering
RR
Communi-
cations
five
years
ago.
The
company's
stock
had
been
in
the
dumpster
,
and
with
the
dramatically
increased
competition
in
the
telecommunica-
tions
industry
as
a
result
of
deregulation,
his
friends
and
family
had
all
thought
he
was
nuts.
But
R
oss
R
oman,
RR
's
eccentric
but
brilliant
founder,
had
made
him
an
offer
he
couldn'
t
refuse.
'
'We
need
you
to
transform
IT
so
that
we
can
introduce
new
products
more
quickly,"
he'd
said.
"You'll
have
my
full
backing
for
wha
t
ever
you
want
to
do."
Typically
for
an
entrepreneur,
R
oman
had
sketched
the
vision
swiftly,
leaving
someone
else
to
achmlly
implement
it.
"We've
got
to
have
a
more
flexible
and
responsive
IT
organization.
Eve
ry
time
I
want
to
do
something,
they
tell
me
'the
systems
won't
allow
it.'
I
'
m
tired
of
customers
complaining
aixlut
getting
multiple
bills
for
ea
ch
of
our
products.
I
t's
not
acceptable
that
RR
can't
create
one
simple
little
bill
for
each
cus
t
omer."
R
OIThln
punctuated
his
remarks
by
stabbing
with
his
finger
at
a
file
full
of
letters
to
the
preSident
,
which
he
insisted
on
reading
per-
sonally
each
week.
"You've
got
a
reputation
as
a
'can
do'
kind
of
guy;
I
checked.
Don't
bother
Illi'
with
details;
just
get
the
job
done."
Vince
knew
he
WI!S
a
good,
proactive
IT
leader,
but
he
hadn't
been
prepared
for
the
he
inherited
...
or
the
politics.
TIlere
was
no
cen-
tral
IT
,
just
separate
divisional
units
for
the
four
key
lines
of
business-
I
nternet,
mobile,
landline,
and
cable
lV
servic
t'----ea
ch
doing
their
own
thing.
Ev
ery
business
unit
had
bought
its
own
hardware
and
softvvare,
so
intrcducing
the
com
-
mon
systems
that
would
be
needed
to
accom-
plish
R
oman's
vision
would
be
hugely
difficult;
that
is,
assuming
they
wlllllcd
them,
which
they
didn't.
There
were
multiple
sales
systems,
data-
bases,
and
customer
service
centers,
all
ot
which
led
to
customer
and
business
frustration.
The
company
was
in
trouble
not
only
with
its
cus-
tomer
s,
but
also
with
the
telerommwlications
regulators
and
,\lith
its
software
vendors,
who
ea
ch
wanted
information
about
the
company's
activities,
which
they
were
legally
entitled
to
haw
but
which
the
company
couldn't
provide.
Where
should
he
start
t
o
untangle
this
mess?
Clearly,
it
wasn't
going
to
be
possible
to
provide
bundled
billing,
responSiveness
,
un
I-
fied
customer
care,
and
rapid
time
to
market
all
at
once,
let
alone
keep
up
with
the
new
products
and
services
that
were
flooding
into
the
telecommunications
arena.
And
he
hadn't
ex-
actly
been
welcomed
with
open
arms
by
the
d
i-
visional
C
I
Os
(D
I
Os),
who
were
suspicious
of
him
in
the
extreme.
"
Getting
IT
to
operate
as
a
single
enterprise
unit,
regardless
of
the
product
involved,
is
going
to
be
tough,
"
he
admitted
to
himself.
'
'This
corporate
culture
is
not
going
to
take
easily
to
centralized
direction.
"
And
50
it
was.
nle
DIO
s
had
fought
him
tooth
and
nail,
resisting
any
form
of
integration
of
their
systems.
So
had
the
business
unit
leaders
,
Building
Shared
Servicesat
RR
Communications
127
themselves
pfE'Sidents
,
who
wert>
rt>wardt>d
on
the
basis
of
the
performance
of
their
division
s
and,
thefE'fort>
,
didn't
giw
a
hoot
about
"
the
en-
tt>rprise
"
or
about
anything
othff
than
their
quar-
wrly
rt>stilt
s
.
To
them,
centralized
I
T
meant
increased
bureaucracy
and
much
less
fret>d.om
to
pick
up
the
phone
and
call
their
buddy
Matt
or
Larr
y
ur
H
t'lt'n
ur
Davt'
and
gt't
that
tu
drop
everything
to
deal
with
their
l1tt'St
money-
making
initiative.
The
fact
that
eVffY
time
they
did
thi
s,
it
co
s
t
the
enterprise
more
and
more
didn't
concern
them
-
they
didn't
cart>
that
costs
racked
up:
testing
to
make
stue
change
s
didn't
af-
fect
anything
else
that
wa
s
opt>rational;
creation
of
duplicaw
data
and
files,
which
often
pt>rpetu-
ated
bad
data;
and
loss
of
integrated.
infomlation
with
which
to
run
the
entt>rprise.
And
those
didn't
even
cover
the
fact
that
the
company
needed
an
army
of
"
data
cleanser
s
"
to
prt>pare
the
rt>pOrts
needed
for
the
govemment
to
meet
it
s
regulatory
and
Sarbanes-Oxley
rt>quirt>ments--wasn't
the
i
r
concern.
EVffyone
beliE'Ved
hi
s
or
her
need
s
were
unique.
Unfortunawly
,
while
he
had
Roman'
s
back-
ing
i
ll
the
o
ry
,
in
practice
Vince'
s
po
s
ition
wa
s
a
bit
unusual
because
he
himself
didn't
have
an
enterpri
s
e
IT
organization
a
s
yet
and
the
DlO
s'
first
allegiance
wa
s
clearly
to
their
division
prt>
s
ident
s
,
despite
having
a
"dotted
line"
re-
porting
rt>lationship
to
Vince.
The
re
s
ult
wa
s
that
he
had
to
choose
hi
s
battl
es
very
,
very
care-
fully
in
order
to
lay
the
foundation
for
the
fu-
ture.
Fir
s
t
up
wa
s
redesigning
the
company
's
internal
computt>r
infra
s
tructurt>
to
use
one
set
of
s
tandard
technologie
s
.
Simplification
and
standardization
involved
a
radical
reduction
of
the
number
of
supplier
s
and
centralized
pro-
curt>mt'Ilt.
The
politi
cs
wert>
fierce
and
painful
with
the
variou
s s
upplier
s
the
company
wa
s
using,
s
imultaneously
c
otuting
the
D
I
Os
and
bu
s
in
ess
unit
leader
s
while
trying
to
sell
Vince
on
the
merits
of
th
d
r
brand
of
technology
for
the
whole
company.
Matt
Dawe
s
had
done
every-
thing
he
could
to
undermine
thi
s
vision
,
making
s
ure
that
the
users
cau
s
ed
the
maximum
fu
ss
right
up
to
Roman's
office.
Finally,
they'd had
a
s
howdown
with
Roman.
"
A
s
far
a
s
I'm
concerned
,
moving
to
standardized
hardwart>
and
softwart>
i
s
nondi
s-
cu
ss
able,
"
Vince
s
tated
bluntly.
"We
can't
even
beg;'1
to
tackle
the
i
ss
ue
s
facing
th
is
company
128
St>ction
II
IT
Governance
without
it.
And
furthermore
,
we
are
in
s
erious
noncompliance
with
our
softwart>
licensing
agreement
s
.
We
can
'
t
even
tell
them
how
many
user
s
we
have!
"
Thi
s
wa
s
a
potentially
s
erious
legal
i
s
sue
tlmt
Imd
to
be
dealt
with.
"
I
promised
our
s
uppliers
that
we
would
get
thi
s
problem
under
control
within
eighteen
month
s
,
and
lhey've
<l
g
reed
10
g
ive
us
lime
10
improve.
\rVe
won·t
haw
thi
s
opportunity
again.
"
Roman
nodded
,
effectively
shuttin
g
down
the
argument.
"
I
don't
really
under
s
tand
how
mort>
s
tandardization
i
s
goin
g
to
imp
rove
our
bu
s
ine
ss
fleXibility,
"
he'd
growled
,
"but
if
y
ou
s
ay
s
o,
let
's
do
it!
"
F
rom
that
point
on
,
Vince
had
mowd
s
teadil
y
to
consolidate
hi
s
po
s
ition
,
centralizing
the
purchasin
g
budget;
creating
an
enterprise
architecture;
establi
s
hing
a
standar
d-
ized
desktop
and
infra
s
tructurt>;
and
putting
tool
s,
metric
s,
and
poliCies
in
place
to
manage
them
and
t'Il
s
ure
the
plan
wa
s
re
s
pected
by
the
divi
s
ion
s
.
Dawes
and
Larry
H
ughes
,
another
DIO
,
had
tried
to
s
abotage
him
on
thi
s
matter
yet
again
by
adoptin
g
another
manufacturt>r
's
cu
s
-
tomer
rt>lation
s
hip
management
s
ystem
(
and
yet
another
database
),
hoping
that
it
c
ould
I:e
up
and
running
befort>
Vince
noticed.
But
Vince
had
mowd
s
wiftly
to
pull
the
plug
on
that
on
e
by
rt>fu
s
ing
the
project
acces
s
to
c
ompany
Imr
d
-
ware
and
giving
the
divisional
s
truchlre
yet
an
-
other
black
mark.
11ml
episode
had
highlighted
the
net>d
for
a
s
teering
committee
,
one
with
tet>th
to
make
sure
that
no
other
rogue
project
s
got
implementt'l.1
with
"
ba
c
k
door
funding.
"
But
the
compan
y's
entrepreneurial
culturt>
wa
s
n
'
t
ready
for
it
,
s
o
again
,
foundational
work
Imd
to
be
done.
"
I
'
d
have
had
a
riot
on
m
y
hand
s
if
I'd
tried
to
do
thi
s
in
my
first
few
year
s
hert>
,"
Vince
reflected
a
s
he
walked
back
to
hi
s
office
, s
topping
to
chat
with
s
ome
of
the
other
executive
s
on
his
way.
Vince
now
knew
everyone
and
wa
s
\videly
re
s
pected
at
thi
s
le"el
becau
s
e
he
u
n
-
der
s
tood
their
c
oncerns
and
intere
s
t
s
.
Mainly
,
these
wert>
financial-delivering
mort>
I
T
for
less
co
s
t.
But
a
s
Vince
moved
around
the
org
a
-
nization
,
he
stre
s
sed tlmt
I
T
deci
s
ion
s
were
first
and
fort>mo
s
t
b
usi
ll
ess
deci
s
ion
s
.
H
e
spoke
to
them
in
busine
ss
term
s
.
"
The
c
ompany
want
s
one
con
s
i
s
tent
brand
for
it
s
organization
s
o
it
can
cro
ss
-sell
service
s
.
So
why
do
we
need

 

 

Answers

CourseLover
(12)
Status NEW Posted 11 Sep 2017 02:09 PM My Price 10.00

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