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This case study, divided here into parts (A) and (B), describes one firm's experiences as it adopted a process perspective to managing its business, examined the implications for its information
systems needs, decided to acquire SAP (an integrated, enterprise-wide software package) and embarked on the SAP implementation. Dow Corning Corporation
(A): Business Processes and Information Technology focuses on the business context and describes the role and structure of the information technology (IT) function at Dow Corning in late 1994. In the midst
of a legal crisis that is draining financial resources, the firm must address global competition. The case poses the question of how should IT be organized and managed to meet current business challenges.
Dow Corning Corporation (B): Reengineering Global Processes is set in March 1997. The IT organization has been redesigned and reports to a member of the senior management team. The case focuses on Dow
Corning's pilot implementation of SAP and its plans to reengineer global processes. Special attention is given to the IT unit's role in the reengineering and systems implementation processes. |
