Canadian Tire Case
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Tristan Fong 110523170 07/07/2015 Canadian Tire Case Canadian Tire, being the large corporation that it is, places a heavy emphasis on technology. Over the years, it has become more grossly inefficient as they begin incur more IT expenses compared to the industry standards. This occurred due to the disconnect between the users’ skill and the IT resources provided, IT costs were not held responsible by the respective user and a series of other issues. The method formulated to solve this issue was a four step program aimed to create quarterly benchmark metrics to assess the IT environment, manage the organization and people capabilities, improving overall processes and the underlying technological structure. This was in combination with the BI initiative as the IW department began to specialize more the technical aspects such as hardware, leaving the analytics to the user groups. This decentralization of data created further discrepancies and inefficiencies as the data model began to deviate from the initial requirements. To streamline the functionality of IW to become a strategic business partner, Canadian Tire needs to restructure their organization to align with their vision of standardized data for the entire organization. This also included hiring additional consultants to guide this transition such as Cap Gemini Ernst and Young as well as Bridget Martens from Eubanks. This case outlines the importance of IW as not only a technological resource but as a hub which integrates with current business operations. It shows the need for a synergy between business intelligence and data management. This will increase cost efficiency but also increase the rate and quality of the decisions being made. Canadian Tire is being proactive by acknowledging these flaws in their organization and addressing them through the given means can drive a competitive edge over the industry.
Transcript of Canadian Tire Case
Tristan Fong11052317007/07/2015
Canadian Tire Case
Canadian Tire, being the large corporation that it is, places a heavy emphasis on technology. Over the years, it has become more grossly inefficient as they begin incur more IT expenses compared to the industry standards. This occurred due to the disconnect between the users’ skill and the IT resources provided, IT costs were not held responsible by the respective user and a series of other issues. The method formulated to solve this issue was a four step program aimed to create quarterly benchmark metrics to assess the IT environment, manage the organization and people capabilities, improving overall processes and the underlying technological structure.
This was in combination with the BI initiative as the IW department began to specialize more the technical aspects such as hardware, leaving the analytics to the user groups. This decentralization of data created further discrepancies and inefficiencies as the data model began to deviate from the initial requirements.
To streamline the functionality of IW to become a strategic business partner, Canadian Tire needs to restructure their organization to align with their vision of standardized data for the entire organization. This also included hiring additional consultants to guide this transition such as Cap Gemini Ernst and Young as well as Bridget Martens from Eubanks.
This case outlines the importance of IW as not only a technological resource but as a hub which integrates with current business operations. It shows the need for a synergy between business intelligence and data management. This will increase cost efficiency but also increase the rate and quality of the decisions being made. Canadian Tire is being proactive by acknowledging these flaws in their organization and addressing them through the given means can drive a competitive edge over the industry.
