Get Full Essay Get access to this section to get all help you need with your essay and educational issues. Changing it can be deadly, but it can be stretched.
Knowing that Solvay Group feeds on knowledge to grow, its global knowledge feedstock should become muscle not fat! Washer and Serrano shared a vision.
The vision was that of a consol idated next generation intranet that would open the windows to the vast amount of knowledge and experience within Solvay Group.
Personal computer penetration and intranet access amounted to about 20, of the 30, people in the company.
Serrano, a seasoned business professional who had previously earned his stripes in various positions in the company including Human Resources and Marketing, felt that Solvay Group could reap significant rewards when evolving to a next generation of group intranet.
It was now time to make the dream come true. Solvay Group had since grown into a global group present in 50 countries on every continent operating in three sectors: Solvay Group was structured along three dimensions, being the regions, functions, and sectors, each led by a general manager see Exhibit 2 for the organizational structure.
Given the importance of the project for Solvay Group, Serrano decided to keep every single Executive Committee member in the loop from the very start. It did not take the team very long to establish that Solvay currently had about intranets scattered across its entities i.
This proliferation of intranets had roughly gone through two phases of evolution. The first generation of intranets consisted of static sites whereas the second generation ot intranets added more dynamics through the use of interactive elements such as forms.
A third generation would augment previous initiatives in a consolidated structure offering advanced functionality for group-wide personalization and collaboration. User needs were identified and prioritized, taking into account desirability and economic relevance, by six ten-person validation teams and selected Business Unit managers.
In parallel, information technologies and application support available on the market were closely examined. The user needs assessment ultimately revealed that the current intranet capabilities were highly valued by the different entities within solvay Group, but also that at the same time many of the entities were considering major site updates encompassing more advanced functionality and content.
|Leveraging Solvay Group Culture with a Third Generation Intranet||Considerations to learn about essay emphatic purchase Leveraging Solvay Group Culture With A Third Generation Intranet hbr case study help in exactly the same way, training case studies became increasingly more well-liked in science training. In universities and colleges, case study is believed to be the important portion of the study.|
|Add to basket||
|Leveraging Solvay Group Culture With A Third Generation Intranet Case Study Solution||
|Leveraging Solvay Group Culture With a Third Generation Intranet Essay Sample||
|Leveraging Solvay Group Culture With a Third Generation Intranet | Essay Example||
Many of the listed user requirements were driven by three socalled strategic investment objectives: The I3G project aimed at consolidating all existing yet fragmented intranet initiati ves at Solvay Group by establishing a newly architected Solvay Group intranet framework see Exhibit 3 for As Is versus To Be architecture.
The I3G project encompassed 1 the design and implementation of the infrastructure for the newly architected intranet platform, 2 the roll-out of multiple pilots, and 3 the setup of a support organization. Designing the gateway structure between the Solvay Group intranet and some partner internet pages was also proposed as part of the project.Leveraging Solvay Group Culture With A Third Generation Intranet I need reference " Leveraging Solvay Group Culture With a Third Generation Intranet " Part A — Gestation: “Corporate culture is a powerful weapon.
Leveraging Solvay Group Culture With a Third Generation Intranet Essay Sample “Corporate culture is a powerful weapon. Changing it can be deadly, but it can be stretched. At the beginning of , Luis Serrano took over from Michel Washer as Head of e-Enterprise Services at Solvay Group.
Washer and Serrano shared a vision. The vision was that of a next generation intranet that would open the windows to the vast amount of knowledge and experience within the Solvay Group.
Leveraging Solvay Group Culture With a Third Generation Intranet Vlerick Leuven Vent Management School Case Study Solution New, Winter/Spring Leveraging Solvay Group culture with a third generation intranet - part A & B (incl.
teaching note & case video). Leveraging Solvay Group Culture With a Third Generation Intranet Essay Sample “Corporate culture is a powerful weapon.
Changing it can be .