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The paradox for Cardinal Health was the need to reign in the intellectual curiosity that BI and analytics applications can generate while staying focused just on the most critical aspects of automating and adding insight into their core businesses. The goals Cardinal Health defined prior to the implementation were to consolidate 20 different enterprise systems, improve user interfaces of their enterprise systems and resolve 2K issues. The three success factors of the implementation centered on the use of a common data model, limiting the variety of end user tools to keep the overall scope of analysis within the boundaries of strategic goals, and most important, the development and continual investment in a robust support environment. All these of factors combined to drive up the level of adoption and utilization of the BI and analytics systems.
What also accelerated adoption was...
One of the greatest inhibitors of new enterprise system development and implementation is the lack of trust that often exists across departments and divisions of a business (Aladwani, 2001). This is especially the case where data is financial and production-centric in nature, concentrating on the areas of profitability as well, as bonuses and compensation are often tied to these metrics (Francoise, Bourgault, Pellerin, 2009). For Cardinal Health, the tightness of their social networks internally, the social fabric of the company was so strong that people trusted and relied on each other well before the ERP R/3 instance was implemented. The BI tools and analytics applications were seen as valuable and useful as the system architects had taken the time
Analysis of the Cardinal Health Case
The implementation of any ERP system can take months to years of effort within an enterprise and often will only deliver a portion of the total information expected. With millions spent many enterprises fail to gain the insights and intelligence they need to make full use of all the features in an ERP systems as well. Add in the complexity of BI, analytics and reporting tools, and the potential for confusion and the proliferation of reports, some of interest yet marginally valuable to a business, can easily happen. The paradox for Cardinal Health was the need to reign in the intellectual curiosity that BI and analytics applications can generate while staying focused just on the most critical aspects of automating and adding insight into their core businesses. The goals Cardinal Health defined prior to the implementation were to consolidate 20 different enterprise systems, improve user interfaces of their enterprise systems and resolve 2K issues. The three success factors of the implementation centered on the use of a common data model, limiting the variety of end user tools to keep the overall scope of analysis within the boundaries of strategic goals, and most important, the development and continual investment in a robust support environment. All these of factors combined to drive up the level of adoption and utilization of the BI and analytics systems.
What also accelerated adoption was the level of trust across the entire social fabric of the company; many of those using the systems had been working together for decades. One of the greatest inhibitors of new enterprise system development and implementation is the lack of trust that often exists across departments and divisions of a business (Aladwani, 2001). This is especially the case where data is financial and production-centric in nature, concentrating on the areas of profitability as well, as bonuses and compensation are often tied to these metrics (Francoise, Bourgault, Pellerin, 2009). For Cardinal Health, the tightness of their social networks internally, the social fabric of the company was so strong that people trusted and relied on each other well before the ERP R/3 instance was implemented. The BI tools and analytics applications were seen as valuable and useful as the system architects had taken the time
All of these factors taken together assisted the company in attaining tis objectives of implementing an advanced by and analytics platform. Do you have any experience with your company succeeding in embracing advanced BI techniques? While working for a company that specialized in distribution sales and service, a large-scale analytics and BI platform was implemented. The goals of the new system were to better manage pricing, price optimization, inventory levels, credit
Cardinal Health The first project is for Micron Technology. The net present value analysis will be used to evaluate this project. The net present value (NPV) technique involves discounting future cash flows to present dollars, to take into account the firm's opportunity cost of capital. As a basic rule, projects that have a positive net present value will add value to the company above and beyond existing operations. All such projects
Cardinal Health, its mission and its current situation. An environmental analysis is presented to analyze the current environment in which the company operates. A SWOT analysis summarizes the company's internal strengths, weaknesses, potential opportunities, and potential threats. The issue in the case study is overviewed, and supporting facts and significant factors are presented that support the problem. Three potential alternative solutions are given, with an evaluation of each solution's
(Donoghue, 1990) The other problem is regarding third party reimbursements and state regulators which have had a significant effect on hospitals during the last ten years. Another factor that is brought out by the study is that during both 1983 and 1986 there were important variations in the inpatient reimbursement system that helped in improving the operating and final margins of hospitals. At the same time there are the health
Treadway Analyze the Harvard case the Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant 2189 Analysis of Treadway Tire Analysis of the Harvard case the Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant 2189 An analysis of the dilemma facing the Treadway Tire Company, particularly at its Lima plant in Ohio, is one that reveals many aspects and problematics of contemporary human resource management.
This is discussed at length by Fusick and Bordeau (2004) "...school-based counselors need to be aware of the disturbing inequities that exist in predominantly Afro-American urban school districts, where nearly 40% of Afro-American students attend school in the United States" (Fusick and Bordeau, 2004) This again places emphasis on the need for mental health programs in these areas of concern. This is also related to findings from a study