Posts Tagged ‘Mahdieh Taher’

BTC: Developing Call Center Capability

BTC is a well known retail brand in the UK, comprising businesses operating principally in retailing, manufacturing and marketing health and personal care products. Close to 12.5 million people visit the 1400 BTC stores throughout the UK every week, making BTC one of the most accessible brands with a presence in virtually every town, shopping center and major transport interchange in the country. Before 1996, customer service for BTC stores was performed by disparate customer service units located within store clusters known as Business Centers. A “Customer Service Complaint Handling Review” conducted in 1996 found that the decentralized structure was inadequate in supporting BTC’s operations.

LG Electronics, Inc.: Implementing an e-HR System

LG Electronics, Inc. (formerly known as Lucky-GoldStar) was a subsidiary company of LG Group that was established in 1958 by developing the nation’s first radio, as the pioneer in the Korean consumer electronics market. By 1965, LG Electronics was producing transistor radios for export to Latin America. In 1967, the company became a pioneer in the energy sector in South Korea when it established Honam Oil Refinery and the company was the first in the country to produce refrigerators.

UKC: Escalation and De-escalation of Commitment in an IS Project

UKC is a UK municipal borough with an elected council that serves a local population of 221,000 residents and provides a large range of services. The idea of e-government originates from the UK central government’s 1999 white paper, Modernizing Government which challenged all public sector organizations to achieve “citizen-centered services”, by integrating policies and programs, “joining-up” delivery, harnessing the power of IT, and getting the best out of staff. The White Paper committed the government to the “use of new technology to meet the needs of citizens and business and not trail behind technology development”.

BMBC: De-escalation of Commitment to an Information System Project

Metropolitan borough council, referred to with the pseudonym of BMBC, is a UK municipal borough with an elected council that serves a local population of 221,000 and provides a wide range of services. The borough is divided into 19 wards and is represented by 57 councilors. The council aims to maximize the wellbeing of the people at the borough in the following areas: education, the local economy, transport, the environment, health and social care, housing, crime prevention and control, and leisure.

E-government Implementation in South Korea

South Korea’s Supreme Court Registry Office (SCRO) has 49 district registry offices incorporated in the 13 district courts. The core function of SCRO is to manage the nation’s land and residency registration and related legal issues. Each registry office has three divisions: ‘Administrative’, ‘Correction and Investigation’, and ‘Public Access’. The Administrative Division provides application services and serves as a public contact point. The Correction and Investigation Division evaluates the legitimacy of application documents. Finally, the Public Access Division handles public requests for registry documents. The rationale behind the initiation of the e-government project at the SCRO is to provide efficient public services to the citizens.

Maxima Inc.: Enterprise Resource Planning Project Failure

Maxima Inc. (a pseudonym) is a Singapore-based holding company started in 1993 by the CEO, Mr Chen and six of his associates. It started off as a seven-man start-up company, and over the years, it has grown to a successful business with staff strength of 280 by 2000. Maxima’s primary business revolves around the distribution of electronics and the provision of solutions for IT industries. Maxima Inc. has five subsidiaries under its corporate umbrella, namely, Maxima Components, Maxima Technology, Maxima Electronics, Maxima Investment Pte. Ltd., and Maxima Networks Pte. Ltd.

The Accounting & Corporate Regulatory Authority’s BizFile System

The Accounting and Corporate Regulatory Authority (ACRA) was formed as a new Statutory Board on 1st April 2004 through the merger of the Registry of Companies and Businesses (RCB) and the Public Accountants Board (PAB) with the mission to “provide a responsive and forward looking regulatory environment for companies, businesses and public accountants, conducive to enterprise and growth in Singapore”. Simply put, the BizFile System is the flagship IT system of ACRA as it incorporates all the major transactional e-services as well as the backend enterprise database of ACRA. Primarily, the BizFile System supports the operational functions of ACRA in terms of the registration and renewal of businesses and companies licenses as well as the selling of these business and company information. Correspondingly, these operation falls under the purview of the Business Unit, Company Unit and the Information Resource Division in ACRA. Although other divisions in ACRA do utilize the BizFile System in their daily operation, their utilization is mainly for administrative purposes.


The LTA was officially established on September 1, 1995 through the merger of four public sector entities; namely the Registry of Vehicles, the Mass Rapid Transit Corporation, the Roads & Transportation Division of the Public Works Department and the Land Transport Division of the former Ministry of Communications (now renamed as the Ministry of Transport). It is currently a statutory board under the Ministry of Transport and is tasked to spearhead land transport development in the island state of Singapore. It oversees the long-term land transportation planning in Singapore and it also looks after the transportation needs of all road users, including those who drive and those who take public transport. The ultimate goal of LTA is to ensure ‘a smooth and seamless journey for all’. LTA aims to deliver a land transport network that is integrated, efficient, cost-effective and sustainable to meet the nation’s needs. It also targets to plan, develop and manage Singapore’s land transport system to support a quality environment while making optimal use of the transport measures and safeguarding the well-being of the traveling public. The other objective of LTA is to develop and implement policies to encourage commuters to choose the most appropriate transportation mode.

Taiwan Teleservices & Technology (TT&T): Dynamic Capabilities Development in a Call Center

Taiwan Teleservices & Technology (TT&T), which was formerly the customer service department of Taiwan Cellular Corporation (TCC), a leading telecommunications service provider in Taiwan. TT&T expanded its range of clients from solely telecommunications companies to organizations in the insurance, airline, government, transportation and information technology sectors. Furthermore, several new service products, such as debt collection and telemarketing, were included to satisfy the diverse needs of its clients. TT&T categorized its service products into four types: inbound sales, inbound services, outbound sales, and outbound services.

Tzu Chi: Managing Crisis Response in Tsunami 2004

 In 1966, Venerable Master Cheng Yen founded the Tzu Chi Merits Society in Hualien, Taiwan as a local charity fund to provide relief and assistance for the poor. Tzu Chi works in missions of Charity, Medicine, Education and Culture with the spirit of sincerity, integrity, trust and honesty. The four missions of Tzu Chi, Charity, Medicine, Education and Culture, represent the Four Immeasurable Minds Buddha spoke of which are Kindness, Compassion, Joy and Giving. The four corresponding trends are Charity internationalization, Medicine generalization, Complete Education development and Culture depth development. The objectives of Tzu Chi are to bring purity in people’s minds, peace in the society and a disaster-free world and its principles are kindness, compassion, joy and giving through helping the poor and educating the rich. The goal of helping the poor and educating the rich is further developed into “One step, eight footprints” which consists of four missions together with Bone Marrow Donation, International Relief, Environmental Protection and Community Volunteering.

Wipro Technologies: Implementing Knowledge Management in an Outsourcing Organization

Wipro Technologies is the global IT services and products division of Wipro Limited, headquartered in Bangalore, India. Wipro Technologies generated revenues of US$943 million for the financial year ended March 31st 2004 and at the time of preparing this case employed more than 30,000 people, from 18 nationalities. Wipro Technologies operates as an autonomous entity headed by a CEO, who reports directly to the chairman of Wipro Limited. Wipro Technologies has more than 350 global clients, offering them a host of IT solutions including software application development and maintenance, research and development services, package implementation, systems integration and Business Process Outsourcing (BPO) services. Organized into a number of strategic business units called verticals (defined, based on the industry segment of the customer, e.g., Retail, Manufacturing etc.) and horizontals (defined, based on the technology focus, e.g., Microsoft technologies), Wipro Technologies has software development centers and sales and marketing offices spread across countries in Asia, Europe and North America. Between the years 1998 and 2000, Wipro Technologies more than doubled its employee strength (5000 to 10,000+) and with rapid growth and complex projects, demand for access to information increased dramatically. The organization felt it necessary to create a formal structure to manage the growing knowledge resources and to ensure that the organizational business units tap into each others’ expertise which would lead to shorter delivery periods for the customers.

India Inc.: Implementing Knowledge Management Systems

India Inc. was an IT services and products firm headquartered in India. India Inc. generated revenues of more than US $1.5 billion and employed more than thirty-five thousand people from more than twenty nationalities. India Inc. had more than three hundred and fifty global clients, and offered them a host of IT solutions including software application development and maintenance, research and development services, package implementation, systems integration and Business Process Outsourcing (BPO) services. With rapid growth and complex projects, the demand for access to information increased throughout the organization. India Inc. thus felt that it was necessary to create a formal structure to manage the growing knowledge resources and to ensure that the organizational business units tap onto each others’ expertise.

Satyam Computer Service: Sub-cultures and KMS Implementation

Satyam Computer Services Limited (Satyam) is a global IT services and consulting company. It employs about 15,000 people across development centers in 10 countries, in addition, its sales and marketing offices are in 45 countries. Satyam which was incorporated as a private limited company in Hyderabad, India in 1987, became a public limited company with its Initial Public Offering (IPO) in 1992 and is currently listed on the New York Stock Exchange (NYSE). Revenue-wise, Satyam has grown more than 500% over the last 10 years and is recognized today as one of the top 5 Indian companies in the IT Industry. In terms of personnel, Satyam which had only 75 employees (also known as associates or members) in 1993 has grown more than 200 times in a span of about dozen years to its current strength of over 15,000.

BankCo: Managing Knowledge Transfer in Outsourcing

BankCo is a multinational bank with 30,000 staff located in 50 countries. In 2001, after a review of its IS global technology business development and support organization, it decided to progressively switch its predominately more expensive ‘onshore’ locations in United Kingdom, Hong Kong and Singapore, to its ‘offshore’ lower cost India and Malaysia locations. There were three main reasons for this move, as cited by its Programme Director. Other than to lower cost, the second objective was to reduce the risk of shortage of technology resources in its onshore locations, which was plaguing the technology industry in 2001. The third objective was to improve productivity and quality through centralization in the two offshore locations. By centralizing its operations in two key offshore locations, BankCo wanted to improve its cost of production through economies of scale.