Question

the AgCredit case is an example of a “system-centric” IT organization that is currently organized in silos to mirror AgCredit’s divisional structure and is supporting four major systems with associated four separate databases. The company’s goal is to move from the current approach to a process-driven organization.

1, What are the business problems resulting from developing, maintaining, and supporting separate systems for AgCredit’s four divisions?

2, Describe the state of the current IT organization regarding skill sets and capabilities.

3, What new internal IT capabilities will have to be developed in order to create an IT department to support AgCredit’s future business architecture?

Answer 1

answer-

1-AgCredit faces many business problems for development of the organization towards a process-driven approach. The time required to evaluate the IT structure model was complex and lengthy. The problems associated with business units taking their own decisions by governing their own IT projects were mortgaging the future growth of the company. The role of staff and employees was unclear and were unqualified for their job descriptions assigned to them. A significant lack of technical skills and computer skills created hurdles in the process of IT development in the organization. The managerial positions had no IT trained leaders who could think critically as well as creatively to the new development approach.

The divisions did not understand their roles within the enterprise and hence were unable to figure out their mode of support to the organization. These systems belong to separate databases therefore there information was difficult to be reconciled. The application-specific system could not incorporate new data streams and thus was making difficult to integrate the four divisions into a one process-centric system. AgCredit used tape drives to transfer data for backup servers. The tapes were to be transferred to an offsite recovery site. This process was time consuming and costly as well. Data recovery and backup was a slow process and their synchronization with the system databases was difficult. Data backup management plans required the IT staff to be present at multiple locations. This meant increased hiring and thus made the process quiet costly

3-The capabilities needed to support the SOA from the IT perspective are management tools, information management tools, Information delivery options, development cycles, and a customer service attitude toward the divisions. Role clarification will be important in setting up these capabilities. Management tools include visioning and business alignment processes, funding methods, measurement metrics and focus, and monitoring methods. Information management tools include collection activities, organize process including schemes and taxonomy, process modules to use the information, and maintenance procedures that support business functions. Development cycles must conform to SOA standards and guidelines, using compliant hardware and software to make systems that breakdown the functionality, and complaint with regulatory needs, including system proficiency in creating reports for audit purposes. The customer service attitude will be needed to manage perceptions and keep close ties with the business.

2- The current state of the  IT organization requires managers and professionals to have certain skills and capabilities which are

• Deliver IT and business services that consistently meet organizational needs – including the increasingly higher, consumer-world-driven, demands of employees
• Ensure that the organization can continue to operate (on a day-to-day basis), including the quality of the offered IT support capabilities
• Seamlessly bring in new, and changed, internal and externally facing services as needed
• Provide insight into what’s being achieved and where issues and opportunities lie
• Regularly deliver improvements across services, operational processes/capabilities, and performance
• Employ new IT practices and technologies in the pursuit of the above.
• Communication and Collaboration skills. Problem Solving skills and capabilities. A focus on Innovation for better business outcomes. A desire for Continual Learning.

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