The Risks Of Westinghouse Electrics Cornerstone Project

1. Identify and discuss the risks in Westinghouse Electric’s Cornerstone project. Westinghouse made the decision to update its older SAP system that was put in place in 1999 to a system that supports its new business processes, configurations, and functions due to the company’s large amount of growth. In addition, the company estimated that by up-dating the program that it had the potential to increase in operation size by fourfold over the next few years following the up-date according to Laudon Laudon (2014). To lower the company’s risk of having major problems when implementing the new programs, the company managers worked to ensure that every business process within the company had a specific goal according to Laudon Laudon (2014). Management felt that by matching goals of the program with business processes, the plan would lower the risk of having problems when implementing the new system. And, according to Hannon (2012), before implementing the program, Westinghouse management brought in management specialists that did risk assessments and change impact studies to try to identify company areas that were more likely to experience the most changes that would need to be addressed promptly. One of the biggest problems that Hannon (2012) reports that the company had was that management determined that the company’s supply chain organization would be greatly affected and would need a more detailed transformation management strategy than some of the company’sShow MoreRelatedStrategic Marketing Management337596 Words   |  1351 Pagescriteria 13.7 Summary 14 Modelling approaches – 1 14.1 Learning objectives 14.2 Introduction 14.3 Cost–volume–profit analysis 14.4 Investment appraisal 14.5 Summary 15 Modelling approaches – 2 15.1 Learning objectives 15.2 Introduction 15.3 Allowing for risk and uncertainty 15.4 Matrix models 15.5 Th e marketing performance assessment model 15.6 Some other approaches to modelling 15.7 Summary Stage Five: How can we ensure arrival? Strategic implementation and control 16 Problems to overcome 16.1 16.2 16Read MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesperformance costs and that forecasting programs confront in establishing the economic determinants of corporate planning? In addition to these challenges, many analytical and strategic evaluation approaches that are used in an attempt to identify and project how well a company is performing have been overwhelmed by the frequency and magnitude of these economic groundswells. In today’s competitive climate, where the changes outside a business exceed the productive changes within a business, a company’sRead MoreDeveloping Management Skills404131 Words   |  1617 PagesAcquisitions Editor: Kim Norbuta Editorial Project Manager: Claudia Fernandes Director of Marketing: Patrice Lum umba Jones Marketing Manager: Nikki Ayana Jones Senior Marketing Assistant: Ian Gold Senior Managing Editor: Judy Leale Senior Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Ilene Kahn Senior Art Director: Janet Slowik Interior Design: Suzanne Duda and Michael Fruhbeis Permissions Project Manager: Shannon Barbe Manager, Cover Visual