Braebill Case Study the Braebill Case Study

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Certainly, there are other solutions than a huge overhaul of the entire organization's IT in this process. One concept might be to put the ERP system in place in Westin as quickly as possible, work out the bugs, develop a training process, and then one-by-one invite members of the other companies to train at Westin prior to implementation. The advantage to this would be a lower risk (both fiscally and organizationally); the disadvantage would be slowing down the integration process in the other business groups. Research does show, however, that rather than basic, software-specific training, a more broad-based understanding of the integration of systems and the flow of information is needed in order for ERP to be successful. Additionally, planning for future issues is akin to managing risk, and might serve Braebill better to have a chance to beta-test a system prior to full implementation (Buchanan and Connor 2001). This could be accomplished by forming an organizational wide ERP Implementation Team, with members from each company participating in the work already completed by Westin. Since so much of the work is already completed, there is a jump on both time and costs.

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By using individuals from the other groups, there is a chance of greater training opportunities, buy-in, and appropriate configuration on a roll out, which then could be planned for a more cost effective quarterly basis rather than all at once.

However, an alternative to the expense of a full ERP system would be the use of Open-Source Software (OSS). The concern of OSS for Braebill is the complexity of the multiple organizations and their needs. ISS systems like ERP Lite and XTuple software have been shown to be successful with smaller organizations, but rarely have the power and flexibility needed by larger companies with multiple types of sub-business categories (Olson and Staley 2012).

REFERENCES

Buchanan, D., and M. Connor. "Managing Process Risk: Planning for the Booby Traps Ahead." Strategy and Leadership 29, no. 3 (2001): 23-9.

Dodgson, M. "Technology Learning, Technology Strategy and Competitive Pressures." British Journal of Management 2, no. 3 (1991): 133-49.

Eierman, M, and J. Iverson. "When IT Slows Down the Pace of Change." Journal of Cases on Information Technology 11, no. 2 (2009): 22-41.

Mabert, V. "Enterprise Resource Planning: Common Myths vs. Evolving Reality.".....

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