ìSix IT Decisions Your IT People Shouldnít Makeîî

Global Connection Through Technology

Explain your answer clearly within the limit of character counts.

Question 1:

Joseph Nilekani, the C.E.O. of MNC, was showing me his global video-conference room, pointing with pride to a wall-

size flat-screen TV, which he said was the biggest in Asia. He explained, that he could hold a virtual meeting of the

key players from its entire global supply chain for any project at any time on that supersize screen. So its American

designers could be on the screen speaking with their Indian software writers and their Asian manufacturers all

at once. We were about to head for a global conference. But the entire system was down. He took no time to call

senior managers and asked for the reasons which further extended to conversation regarding the concurrent IT

projects. However most senior managers told one answer: ìWe need to talk to our respective IT department.î

Given the above situation which one/or more of the six decisions have been abdicated by the senior managers

and why?

Question 2:

Mr. Zakir, CEO of a company was deciding to install high end software for employees. He called CFO and CMO and

decided to go for it. What is the flaw in their process of decision making? Explain your answer.

Question 3:

While a number of factors distinguish top performing companies, the most important is that senior managers do

not take a leadership role in a handful of key IT decisions. Do you agree or disagree? Substantiate your choice.

Question 4:

Centralizing IT capabilities can save money-but limit business unitís flexibility. If we assume that you are an

entrepreneur then which one will you propose for your firm. Explain your answer.

Assessment 2

ìSix IT Decisions Your IT People Shouldnít Makeî

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