Establishing an Enterprise Vision with Data Sharing

The assignment content discusses the importance of enterprise visioning and its impact on business change. It highlights that a decentralized IT function can hinder the achievement of an enterprise vision, as concerns will continue to revolve around departmental levels rather than the organization's overall future. The lack of common information and enterprise IM strategy can cause various problems, including the absence of adaptability, increased costs, and reduced effectiveness. To ensure common customer data and a shared customer service center, governance mechanisms need to be put in place, which should include IT with business units, transparency, joint commitment, and a shared enterprise perspective. Key metrics for measurement should focus on reliability, rate, and authenticity of data.

1 BUILDING SHARED SERVICES AT RR COMMUNICATIONS
STUDENT’S NAME STUDENT’S COLLEGE
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Uploaded - RR communication.docx
BUILDING SHARED SERVICES AT RR COMMUNICATIONS STUDENT’S NAME STUDENT’S
COLLEGE
Source - Another student's paper
Building Shared Services at RR Communications
2 Contents Synopsis 2 Key Issues 3 Discussion Questions 4 List the
advantages of a single customer service center for RR Communications.
Suspected Entry: 74% match
Uploaded - RR communication.docx
Contents Synopsis 2 Key Issues 3 Discussion Questions 4 List the advantages of a single customer
service center for RR Communications
Source - Another student's paper
Discussion Questions List the advantages of a single customer service center for RR Communications
3 4 Devise an implementation strategy that would guarantee the support
of the divisional presidents for the shared customer service center. 2 6 Is
it possible to achieve an enterprise vision with a decentralized IT
function? 9 What business and IT problems can be caused by lack of
common information and enterprise IM strategy? 9 What governance
mechanisms need to be put in place to ensure common customer data
and a shared customer service center? What metrics might be useful? 10
Bibliography 11
Synopsis The case study of RR Communications refers to the decision of
the Vice President of the IT Department of the company. It speaks about
the past situations of the company which led to the present IT structure
of the company; from divisional level to endorsement of enterprise
architecture - all the software and hardware of the company now being
based on standardized platform fighting the conflicts presented by pre-
existing IT heads, leading to unification as well as consolidation along
with focus on enterprise. The Vice President has now the task of

pursuing the division heads to merge customer database for creating a
shared customer service center.
This case describes a classic example of an organization which is heavily
decentralized into distinct lines of business – each with its own IT group
– suddenly recognizing the need for a flexible and responsive IT function,
a common view of the customer and the elimination of redundant
systems Key Issues · RR is in trouble with telecommunications regulators
and with its software vendors because it can’t provide the integrated
information about the company’s activities to which they are legally
entitled. The lack of integration, common systems, and standardized
information is seriously contributing to the company’s compliance
problems.
· The enterprise goal is to be able to introduce new products more
quickly and have a flexible and responsive IT organization. This is
extremely difficult to accomplish with the multiple systems and
technologies used in each business unit.
· Common IT infrastructure supports several business goals: consistent
branding and a single call center for improved customer support and
cross-selling. However, business leaders do not always see this. Roman
takes Patton’s plan “on faith”.
· RR has divisional data and divisional data bases, which are inhibiting
many things that the CEO wants to do, such as deliver one integrated bill
to RR’s customers. It also inhibits the company’s ability to respond to its
regulators and vendors.
· RR illustrates the necessity of a close working relationship between the
business and IT in order to deliver on a business’ strategy and how many
elements in the business can inhibit an organization’s ability to deliver
effective IT strategy and value.

· It shows the role that IT can play in ensuring that IT as a whole can
deliver value to the enterprise as a whole, as opposed to business unit
specific projects and the importance of IT’s horizontal role of seeing
across the organization to deliver value.
2 Discussion Questions List the advantages of a single customer service
center for RR Communications.
· It would provide an improved customer experience where there will be
only one number to call for any RR product or any other kind of services.
This will lessen the difficulty on the part of the customer while getting
any assistance from the customer care services of the organization.
Through consolidation of data and customer service centers the company
can ensure best practices are followed and traceability and
transformation will be more apparent aiding in regulatory matters. With
the company’s outsourcing options having all services together so one
customer service center can handle requests will greatly improve the
efficiency and value. Also having a common security and privacy
framework will reduce risk which is a primary concern when outsourcing
services. 4Having the information and customer service centers together
will be a positive step in reducing risk. Setting a standard framework
and using best security practices will ensure safety and reliability of
information.
5 · Having separate divisional IT service centers means having individual
audits on their processes and financials. Removing the centers from the
division realm will save them resources that would have gone toward
audits. 4 Once enterprise architecture was put in place they can now take
a look at the processes and streamline for regulatory compliance. Having
a single customer service center in place can enhance business
processes and ensure best practices are realized and implemented which
in turn make audit durations shorter. By consolidating the divisional data
auditors will only need to look in one place and the company will need

fewer independent auditors. The auditors will also be able to coordinate
more effectively.
· It would improve the branding of RR Communication as a whole, as an
enterprise.
· Data consolidation through a single center would allow data to be
mined for generating new gateways. 3 Security practices can be
monitored by one entity and reduce the divisions specific IT needs. 5 This
translates into cost savings within the division by reduction of
overhead. Further cost savings will be realized by not having divisional
responsibility for storage and backup of data. 5 Maintenance of related
customer service center hardware may also be removed from the
divisional level. Risk mitigation for the divisions can be moved to the
central authority which will have common security architecture and
policies that will be reviewed and kept current. 4 New systems and
processes will cost less to test and can be developed with compliance as
a key metric.Having common security protocol and procedures should
reduce the risk of data breaches as well. Removing redundancy from the
organizations file systems will make document retention more efficient
and reduce enterprise costs.
· It would help in cross selling of products.
· The information being strictly kept secured by the individual divisions,
hence customer’s requirements and their relation to data is hardly
recognized. There is a billing issue as multiple bills are issues for one
particular customer. With a centralized service centre, only one bill can
be produced which would improve the reputation and perception of the
company.
3 Devise an implementation strategy that would guarantee the support of
the divisional presidents for the shared customer service center.

5 The initial move toward implementation is to change the discernment
the presidents have about the merger of focuses and information. 3 The
technique I would propose it exhibiting a three pronged
methodology. These three key favorable circumstances (Russell
S. 5 Boyd, 2012) of the framework will set a positive tone for the thought.
1. Financial 2. Risk Mitigation 3. 3 Compliance of Regulations Financial ·
Removing the focuses from the division domain will spare them assets
that would have gone toward individual divisional audits.
· With information solidification, through a solitary focus, information
can be mined to create new business open doors. An illustration could be
a pattern that 85% of clients with mobile services also use internet
services. 3 We can utilize centered advertising on the 15% and make
income.
· Security practices can be observed by a solitary element and diminish
the divisional level IT needs. 2 This deciphers into cost reserve funds
inside the division by decrease of overhead. 3 Further cost reserve funds
will be acknowledged by not having divisional obligation regarding
capacity and reinforcement of information.
Risk mitigation · By shifting the risk mitigation from the divisional level
to the central level, which will have basic security engineering and
arrangements, it will be investigated more regularly and kept
updated. 5 Having basic security convention and methodology ought to
lessen the danger of information ruptures too (Randone, 2002).
3 · The data will must be organized in particular and institutionalized
courses yet with expanding legitimate attentiveness toward
responsibility this kind of procedure is vital.By making a solitary client
administration focus the data will be put inside a typical system.
2 Compliance of Regulations · Having separate divisional IT
administration focuses implies having singular reviews on their

procedures and financials. 3 With big business engineering set up, we
can now investigate the collected procedures and streamline for
administrative consistence. Having a solitary client administration focus
set up can upgrade business forms and guarantee best practices are
acknowledged and executed which thusly make review terms
shorter. 5 By uniting the divisional information reviewers will just need to
look in one spot and the organization will require less autonomous
evaluators. 3 The reviewers will likewise have the capacity to organize all
the more adequately.
· New frameworks and procedures will cost less to test and can be
produced with consistence as a key metric.
· The generation hit that goes with reviews will move far from the
division and the entire association will profit by better used divisional
core interest.
· In reference to partition of obligations direction in the event that we
have one administration focus we will just need two individuals for
specific undertakings however with divisional repetitive administration
focuses one shared errand may require eight individuals complete
(Matthias Lange, 2012).
In the wake of laying out the points of interest, a visioning activity would
happen to ensure the association vision was comprehended; thus the
divisions could perceive how they fit into the procedure. 3 An expansive
objective of this is to ensure they know everybody will have a stake in
the client administration focus and any new activities will require
documentation and preparing from the specialty units. After the vision is
settled upon, some standardized standards for how data sharing will
impact the business, ought to be drafted up. In a perfect world this will
upgrade the IT and business relationship.Framing it inside the setting of
future opportunities will be another key component.Furthermore it will
be vital to articulate how the change will advantage the clients. The

eventual fate of the organization must hold onto data as a driver for
business change. 5Administration will be included in all divisions and
everybody should have a stake in the association's future. This move will
bring IT and the business nearer for basic leadership needs.
2 Is it possible to achieve an enterprise vision with a decentralized IT
function?
If the IT capacities function within a divided framework, the vision and
center can never have a focus on the enterprise as a whole. 2 Concerns
will keep on revolving around the littler departmental level (Joseph
Bobinis, 2012). 3 Besides, most impetuses and appraisal and productivity
metrics will concentrate on individual achievement. The interior
recognitions won't be reliable and business associations will stay at local
levels.
2 What business and IT problems can be caused by lack of common
information and enterprise IM strategy?
3 There are numerous issues that influence the association when
divisions don't share data and procedures. With the present case we see
the organization's notoriety being discolored by having separate bills for
related lines of business. 2 In spite of the fact that there is no hard
information exhibited, it is conceivable that clients have been sufficiently
disappointed to leave the organization and spread negative perspectives
by overhearing people's conversations. 3 Expansion income streams are
stopped by the absence of adaptability and responsiveness. 5 In a focused
commercial center this readiness is a critical competency to keep pace
and to stand out. 2 The association, all in all, works less effectively and
costs keep on increasing at divisional levels. 3 Ventures that could affect
all divisions emphatically will have a tendency to get consigned to a
lesser part in light of the fact that the correspondence and data
pathways are not shared inside the more noteworthy
connection. Information records and capacity will contain repetition and

bad data. Regardless of the possibility that a division is reached to
overhaul client data, they will need to waste time and assets on
educating alternate specialty units. Moreover business possibilities that
expanded data communication can create will be unthinkable. 5 The
trouble of administrative consistence will remain pointlessly high. 3 On
the off chance that rather data is shared and utilized by all offices, the
evaluators will have the capacity to reduce inner and outer review spans
and many-sided quality. The biggest issue is the absence of vision the
organization will have; if the company has their entire focus
concentrating on divisional level, then collaborations and development
opportunities turn out to be enormously lessened.
2 What governance mechanisms need to be put in place to ensure
common customer data and a shared customer service center? What
metrics might be useful?
5 The characteristics of the organization that ought to be set up will be a
course of action of IT with forte units, straightforwardness of activities
and estimations, joint commitment of IT and the business, and shared
enterprise perspective of the structures.It should join all workplaces,
departments required, with a strong focus on risk easing, managerial
issues, and business open entryways. Something compared to the
leading body of trustees should be sufficient to direct the position and
continued fundamental operations. 5 An atmosphere of reliable change
and customer organization focus should be used as a part of the metric
advancement. It won't be a basic technique to present these segments so
putting in estimations that join particularly to the objectives is a flat out
need. Specific estimations turn around getting divisional data into an
enterprise structure and focus on rate and authenticity of the data.
Bibliography Joseph Bobinis, T. E. (2012). An Enterprise Framework for
Operationally Effective System of Systems Design. 6 Journal of Enterprise
Architecture.

Matthias Lange, J. M. (2012). Measuring the Realization of Benefits from
Enterprise Architecture Management. 6 Journal of Enterprise
Architecture.
Randone, C. (2002). Enterprise Architecture, IT Service Management,
and Service-Oriented Architecture: Relationships, Approaches, and
Operative Guidelines (Part 1). 6Journal of Enterprise Architecture.
Russell S. Boyd, B. B. (2012). Making use of a Target Technical
Architecture to Support Acquisition Business Decisions. 6 Journal of
Enterprise Architecture.