The major problem of Pirelli's information system is that it does not allow easy access. This is because information systems of each country are developed locally and are independent of each other. Access to information plays a crucial role in the success of a business, because without adequate access, a management team cannot properly manage and plan the activity for their brand. Despite a head office with centralized decisions, Pirelli has not been given the structure of a global company and this is proved by the lack of communication between systems.
This lack of communication greatly hinders the sharing of results and their analyses are the basis of corporate management. That is why, when the company decided on a new plan that emphasizes the role of information in the enterprise, the global IT infrastructure in Pirelli became a bottleneck for the direction of the goal management plan that is supposed to bring new ideas and take advantage of business opportunities that arise.
Tags: Pirelli, faulty information systems, lack of communication,
[...] With the technology the major problem (and most obvious) is that Pirelli has no global network to link its entire local headquarters. It is therefore difficult to communicate data and information from one site to another or even a global view of business operations. These multiple local systems induced a particular cost structure and operating costs that weighed seriously in corporate finance and reduced the competitive advantage that could take out. Lack of harmony on the management of software for production operations, development, sales and purchases, or marketing was a major obstacle. [...]
[...] ) must not be forgotten when designing systems for fear of failure. In summary, the criteria mentioned above tend to favor the creation of a coherent international infrastructure (and compatible) with all but leaving autonomy to the various units to process quickly and with more efficiency problems in local level while enjoying the benefits of the global structure of an IS. References • Course book "The information systems of managements' KC and J.PLaudon. [...]
[...] This requires defining the key business processes for the company. Thus, in accordance with performance criteria, functions crucial to the success of the firm are supervised by key systems selected by management. Another criterion of promoting uniform application throughout the world was the need to develop integrated systems and complete. The question remains for the remaining systems, I think it should still connect them, as they may contain key information, but they must adapt to the specificities of each antenna (even be slightly different from each other) . [...]
[...] Diagnosis of strategic problems of the Italian manufacturer Pirelli The major problem of Pirelli's information system is that it does not allow easy access, because information systems of each country are developed locally and independently from each other. Access to information plays a vital role in business success, because without adequate access management team cannot properly manage and plan the activity. Despite a head office centralizing decisions Pirelli has not the structure of a global company, the lack of communication between their systems shows that. [...]
[...] I think that a decentralized company needs to leave room for maneuver in terms of information management divisions in different countries of settlement. But even if the organization is decentralized, the Head Office should be able to exercise a high degree of control over the SI of its divisions (particularly major systems) and that to regain tighter control in order to solve a crisis for example or to end audits. However, the degree of control left to local divisions ultimately was irrelevant, the important thing is that the seat must always retain the right to inspect and issue its orders (any time) that must be followed by all units. [...]
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