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