Genex Case Study: Factors Affecting Competitive Use of Technology

The case study discusses about the different factors and evidences which are being used by the CEO for not using the technology in a competitive manner. The arguments and discussions are also made about the department’s inability to work on strategic standards and how the CEO wants to implement the working functions.

CASE STUDY

Abstract
The case study discusses about the different factors and evidences which are being used by the
CEO for not using the technology in a competitive manner. The arguments and discussions are
also made about the department’s inability to work on strategic standards and how the CEO
wants to implement the working functions. It is important for the company to reduce the biasness
with association to the company insiders. The integration has never been a consideration for the
IT equation.

Contents
Abstract............................................................................................................................................1
Introduction......................................................................................................................................3
Evidences about Genex not using technology competitively..........................................................3
Comment on hiring Sandy to ensure Genex was at mess................................................................3
Strategic Implementation for the enterprise-wide systems at Genex..............................................4
Conclusion.......................................................................................................................................4
References........................................................................................................................................4

Introduction
The case discusses about improper functioning of Genex and a higher priced consultant like
sandy can only bring a balance at work. Apart from this, the discussion is also on the proper
collaboration and planning that needs to be done effectively.
Evidences about Genex not using technology
competitively
As per the case study, CEO has been mainly focusing on the fragmented nature of Genex which
highlights about the different divisions for separating the business to run the affairs
independently. There has been no major collaboration seen in between the divisions and other IT
operations are also not integrated (McKeen & Smith, 2012). This tend to limit the ability of
management to properly run the company. Hence, he believes that there is a need to respond
towards the changing industrial nature with the IT department that is not working faster or
responsive for the different needs of organization (Padalino et al., 2016). The CEO is also seen to
be frustrated with the other departments in IT where the inability generally corresponds to the
challenges and the actions one wants to implement. The belief of CEO includes IT infrastructure
at Genex which is outdated and is not compared to the compete with the competitors till there are
other leading edges for the IT sector.
Comment on hiring Sandy to ensure Genex was at mess
CIO Nick takes a wise decision by hiring Sandy and appointing Nick the best decision of Genex
CEO as they were both on the same page, when it came to deal about the state of IT affairs. The
realization of the problems were not seen to be sufficient, but the management also looked for
more to understand the different problems with effective solutions (McKeen & Smith, 2012).
The case includes the details about how Devlin is turning towards Sandy and the assistant Yee

for the proper recommendations on proper course of action at different problems that needs to be
identified and addressed (Galeazzo & Klassen, 2015). The consultant is able to increase the
credibility with IT strategy that will reduce biasing through association with the company people.
Strategic Implementation for the enterprise-wide systems
at Genex.
The company needs to work on properly backing up the data which is set in the old store formats
and their destructions will be found as an irreplaceable loss. Genex need to handle the radical
changes with IT culture and improved coordination determined among the divisions with
company wide implementations (Gegenhuber & Dobusch, 2017). The company will further be
able to communicate with the new system and then detail the reasons about implementing and
gathering the support from staff. This includes the company wide training programs so that the
people are well versed with the use of new systems along with supplementing the programs of
training with proper support (McKeen & Smith, 2012). This will be continuing a longer support
when the basic training will be over . Genex need to handle the change in impression of IT with
the separate department that is integrated for the daily operations as well as the proper decision-
making tools of the management.
Conclusion
The company will also be leading the top management to the bottom for showing commitments
to IT which will be considered as a force for the continued change. This is evaluated for the
ongoing basis with the part of company strategic policy development.

References
Galeazzo, A. and Klassen, R.D., 2015. Organizational context and the implementation of
environmental and social practices: what are the linkages to manufacturing strategy?. Journal of
Cleaner Production, 108, pp.158-168.
Gegenhuber, T. and Dobusch, L., 2017. Making an impression through openness: how open
strategy-making practices change in the evolution of new ventures. Long Range Planning, 50(3),
pp.337-354.
McKeen, J.D. and Smith, H., 2012. IT strategy: Issues and practices. Prentice Hall.
Padalino, B., Raidal, S.L., Hall, E., Knight, P., Celi, P., Jeffcott, L. and Muscatello, G., 2016.
Survey of horse transportation in Australia: issues and practices. Australian veterinary
journal, 94(10), pp.349-357.