The network that was created did not allow strong manipulation and control by the individuals in charge of it governance. Unable to make adjustments to the network configuration, the problem only continued to persist until it caused the ultimate collapse of the system. John Halmaka learned a number of crucial lessons from the horrifying experience. First, I was crucial to keep experts involved in the maintenance of the network. Secondly, it was crucial for the organization to not allow a single piece of the it strategy be the "sole point of failure," (McFarlan & Austin 2005 p 10). Then, the it department had to learn to keep up-to-date with everything and to beware of potential internal threats in the form of users who know to much about the system as a whole. Implementing a thorough change control for the network was also crucial; along with allowing the network to be...

Moreover, there was the lesson that there "are limits to customer-centric responsiveness," having more efficient back up procedures and alternative access methods (McFarlan & Austin 2005 p 11). The final lesson was the idea of managing the network components through a life cycle style of management. Essentially, these lessons were important for the organization to compile, but they should have been learned at a much earlier stage of the network development. One of the major elements missed in these ten lessons then resides within the planning and design process. Not enough evaluation and criticism had been put in to avoid the disaster, which should have been a major lesson learned in the overall process.
References

McFarlan, F. Warren & Austin, Robert D. (2005). CareGroup. Harvard Business…