Your company is having its annual strategy meeting in Jackson Hole at the Grand View Lodge. The view isn't that grand because there are snowflakes the size of silver dollars being blown sideways outside the windows. You have an idea about how to make the company more innovative and you've spent significant time preparing for your presentation, which is this afternoon. You think it makes sense to purchase a suite of applications and services that allow you to hire and work with, synchronously and asynchronously, professionals across the globe 24 hours a day. When you have global workers you can have a business that never stops running. That's what you're going to tell the bosses.
While staring out the window, you begin to roleplay some of the questions you think you'll be asked. First, you believe that management is going to ask you about how work will be tracked, assessed, and planned when the people you need to talk to are probably asleep (time zones) while you're at work. Second, you think the bosses will want to know why you're pushing collaboration. Management is composed of persons well into their 50's, and they're all self-made people - or so they claim - so collaboration isn't high on their list of priorities. Third, Rogers is giving a morning presentation on a plan to purchase an ERP (Enterprise Resource Planning) system. If he gets his way, there won't be any money left over in this year's IT budget for your project. This is all news to you and a threat to your plans.
You sat in on his presentation and you have to admit that his business jargon is next level. However, you detected that he completed no process analysis on the business. Suddenly, you notice Rogers grinning at you from across the room. Man, he looks smug.
You need to decide whether you'll ignore Roger's plan for an ERP and fight for more money for your project or argue that Rogers expensive plan is risky and dubious, and the money should be allocated to your project. Then your presentation must answer the above (1 & 2) questions while at the same time (3) demonstrate how Rogers' myopic vision is going to get the company into trouble.
Instructions:
required: Write [decision], [answer], [rationale], [justification], [information, Pg.(),
- Decision - Come down definitively on some course of action. No opinions. No options. Just provide a decision.
- Rationale - Provide good reasons for why your decision will result in a great benefit (good).
- Justification - Your decision must accommodate all problems, hang-ups, objections, issues, and constraints (which probably means addressing the 3 issues below).
- Issues - There are usually 3 issues/questions stated within the context of the fiction of the case. This means the issues/questions may not be obvious, but they are there and they must be answered. Make an attempt on each issue/question to get some points.
Information/Sources - Without any information to back up your decision, you will write a hypothetical that is loosely based on reality. Try to find something credible on the internet in order to give your answer plausibility (believable-ness).