Celanese Case Analysis Essay

1 . Identify the method to IT services improvement considered at Celanese. IT initiatives at Celanese were applied based on their cost-cutting potential. With the new turndown in the economy only tasks that obviously supported the company’s strategic direction and convincingly demonstrated a one year payback would be approved. Celanese also had a very decentralized approach to THAT overall with each department in every country working their own devices and putting into action projects frequently without conversing.

This triggered not chasing IT services improvement within a top-down, process-centric manner, so people like the Global THIS Operations Director bootstrapped and implemented exceptional – even if ITIL-informed – solutions that addressed Celanese-specific problems. installment payments on your Describe a number of the factors that made Celanese IT’s activity towards ITIL difficult. • There was an absence of commitment by senior command to focus on THAT and when there is it management only aimed at short term outcomes. • In the last several years they had focused on buyers application in addition to 2009 they did not have the budget due to the economic depression. • The CIO had not been onboard in supporting every one of the initiatives or perhaps was promoting them unpredictably as was quoted by the application director on page 9. • Not enough communication among ITILers, OSM, and the sellers • Misunderstanding on how lengthy something should take vs how much time it would actually take to put into action. • Dissipated IT composition ex. Standardizing the Personal computers used by the organization took 5 years • Culture in Celanese in which centralization was the enemy three or more.

IT functions at Celanese were undisciplined and badly coordinated. For what reason did their CIO not really support a procedure improvement motivation? The CIO was affected in matching and centralizing by a number of factors. Given the pervasive belief that ‘everything central was evil’, there was significant resistance to revealing to a solitary CIO and developing a distributed services THIS organization. In 2001, the CIO position was therefore limited to those of ‘individual factor CIO.

From this environment, the transition to a standard IT system and an integrated IT firm was not easy. The business advantages of every the usage initiative needed to be made on the case-by-case basis.