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Dow Corning Corporation(C): Transforming the Organization
is the third in a series of cases that describes Dow Corning management's decision to implement SAP as the first step in a long-term reengineering process and its subsequent implementation efforts. Part A describes the role of IT at Dow Corning in the early 1990s and management's decision to view IT as a strategic asset, which led to decisions to name a CIO and implement SAP. The second part of the case describes the firm's approach to ERP implementation ending with a discussion of the pilot implementation in three European sites. This third case is intended as a follow-on to complete the discussion of the implementation. The case describes how the firm captured its learnings from the pilot implementation and successfully implemented SAP on a global basis. The case then examines the outcomes from the implementation. It is clear that despite its success in getting the system in, Dow Corning has much work yet to do in order to ensure that the firm derives real, long-term benefits from the system. It is intended to both describe the persistence and focus that led to a successful large-scale ERP implementation as well as reveal the ongoing challenges of managing in an ERP environment.
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