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Essay / Research Paper Abstract
A 5 page case analysis of a company mourning its lack of success with clinging to legacy, mainframe-dependent systems that are more than 20 years old. The company pours millions into "fixes" each year and seeks to recoup some of those costs by selling its system to non-competing transportation companies. The paper recommends that the company perform a complete analysis of its current and future needs, and to abandon trying to sell its current system to any other companies. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtChrlston.rtf
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Unformatted sample text from the term paper:
rail transport company operating in the Southeast. It has doggedly clung to old business models and old methods of doing business as virtually all of its market has changed
and adopted changes afforded by increased globalization and technological advances. It currently seeks to determine new approaches to clinging to old ways, pointing many fingers in the process.
There is a software development methodology - one that is no longer useful to Charlestons needs - but there is no planning methodology in
apparent operation. It has clung to past methods and now needs to approach planning with methods applicable to available technology and the speed at which business moves in todays
competitive environment. Morale is low as employees wander around without any clear leadership and without a vision for what Charleston should be in the future. Available Alternatives Establish Current
and Future Needs Charleston appears to be seeking ways of fitting old systems to new needs; it further seeks to sell its own
system to non-competing firms. As part of Charlestons system is more than 20 years old, it is doubtful that the patched-together, bandaged system it uses can be overwhelmingly attractive
to other companies. It is likely that many seeking to upgrade or change their own systems already are using software tools more workable than those available from Charleston.
Phillips-Wren, Hahn and Forgionne (2004) note that many "firms do not have formal methods for evaluation of the make versus buy decision and often
make the decision on the basis of a single criterion such as overhead costs" (p. 323). The stories of any industry professional certainly can bear out this view.
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