IGT ERP System Implementation: Integration & Benefits
This paper examines the case of IGT's enterprise resource planning (ERP) system implementation, analyzing the coordination problems that existed before adoption, the ways the new system addressed those problems, and the benefits it delivered. Drawing on the "Winning the Bet" case and supporting academic literature, the paper discusses how integrating product development, manufacturing, and finance improved decision-making, reduced inefficiencies such as the two-week accounting close, and enabled real-time oversight. It also addresses the role of change management in transitioning from the legacy system to the new ERP platform.
- Pre-Implementation Challenges at IGT: Data fragmentation slowed operations and accounting
- How the ERP System Controls and Integrates Processes: ERP unified departments with real-time integration
- Benefits of ERP System Adoption: Integrated data improved decisions across all departments
- Change Management and Legacy System Transition: Legacy system merged into ERP amid successful change
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What makes this paper effective
- It grounds each analytical point in the specific case details from the "Winning the Bet" scenario, maintaining a clear connection between evidence and argument throughout.
- It supports case observations with peer-reviewed academic citations (Hartmann & Germain, 2015; Hornstein, 2015; Qi & Tao, 2018), lending credibility to its claims about integration and change management.
- It addresses multiple dimensions of ERP implementation — problem identification, solution mechanics, benefits, and organizational change — giving the response a complete analytical arc.
Key academic technique demonstrated
The paper demonstrates applied case analysis: it uses a real organizational scenario as evidence and then validates observations by referencing current academic literature. This technique shows how theoretical frameworks (such as integration capability theory and change management models) can be used to interpret practical business outcomes.
Structure breakdown
The paper is organized into four focused sections. The first identifies the coordination and data fragmentation problems IGT faced prior to ERP adoption. The second explains how the new system's integration of manufacturing, finance, and product development addressed those problems. The third section enumerates the benefits of the ERP system for decision-making and data access. The fourth section discusses how the legacy system was incorporated into the transition and why the change management process can be considered a success.
Pre-Implementation Challenges at IGT
The primary problem IGT faced before implementing its enterprise resource planning (ERP) system was coordinating information across the organization. When department managers needed data on a particular order, they had to piece together information from a variety of different units because no single integrated system existed. Data pertaining to sales, production status, and payment information all resided in separate locations, requiring considerable effort to compile for meaningful analysis (Winning the Bet, 2014, p. 104).
The fragmentation of data was especially burdensome for the accounting department, which required two full weeks just to close the books because it had to manually track down information from various departments. This inefficiency made clear that a more streamlined and integrated approach was necessary to improve organizational performance.
How the ERP System Controls and Integrates Processes
The new ERP system addressed IGT's coordination problems by integrating all organizational units into a single platform where information could be collected, accessed, and monitored in real time. By connecting product development with manufacturing and finance, the system enabled better cost estimates and pricing decisions, allowed managers to print manufacturing process documentation directly from their own computers, and reduced the opportunity for workers to cut corners as had been possible under the old arrangement.
All company sites were now linked, enabling managers to monitor design changes as they occurred and oversee operations in real time. As Qi and Tao (2018) note, integration is a crucial element of manufacturing in today's Digital Age and must be fully utilized to remain competitive in an increasingly data-driven environment.
Benefits of ERP System Adoption
The ERP system delivered broad benefits by providing a more integrated approach to the various functions of the company — from financial management and manufacturing oversight to sales operations. Rather than having critical information dispersed across separate units, the ERP platform consolidated data into a single, accessible location. This gave department managers across all sites greater access to timely, accurate information, enabling more informed decision-making.
Hartmann and Germain (2015) point out that there are many benefits of pursuing and implementing integration capabilities in manufacturing — from enhancing operational performance, which IGT demonstrated was achievable through integration, to improving product design, which IGT also showed was possible through the development of the ERP system. The case of IGT illustrates how a well-implemented ERP solution can deliver measurable improvements across multiple dimensions of an organization.
References
Hartmann, J., & Germain, R. (2015). Understanding the relationships of integration capabilities, ecological product design, and manufacturing performance. Journal of Cleaner Production, 92, 196–205.
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291–298.
Qi, Q., & Tao, F. (2018). Digital twin and big data towards smart manufacturing and industry 4.0: 360 degree comparison. IEEE Access, 6, 3585–3593.
Winning the Bet. (2014). (p. 104).
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