Putting Two and Two Together

07. Januar 2002
Von Carol Hildebrand
Unternehmen nutzen eine Vielfalt von IT-Anwendungen, ohne sie vorteilhaft miteinander zu verknüpfen. Doch solange die Systeme nicht integriert sind, können sie die Erwartungen an die IT-Investitionen nicht erfüllen.

Quelle: Darwin, USA

In a teleconference last spring with Wall Street analysts, NikeChairman Phil Knight aired his frustrations with an underperformingsupply chain management system, which he blamed in part for Nike'slower-than-expected financial results. Asked Knight rhetorically,"This is what we get for $400 million?"

Like his shareholders, Knight wasn't happy. And he had an inkling why.Because the costly supply chain system wasn't tied in to other keyNike technologies, its anticipated business benefits fell criticallyshort of the mark. Without access to important information lockedwithin these isolated systems, the supply chain project's usefulnesswas limited.

Nike isn't alone in expressing disappointment with technology'spayoff. There is considerable unhappiness in many executive suites.Perhaps you, too, are wondering what happened after your company spentall that money to acquire new and strategic capabilities in the areasof e-business, supply chain management and customer relationshipmanagement (CRMCRM), to name a few. Alles zu CRM auf

How did this epidemic of discontent come about? Some recent historymight offer a little context.

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