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Identify the potential risks in implementing the change in the case study.

Identify the potential risks in implementing the change in the case study.

Principles Of Marketing
Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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Identify the potential risks in implementing the change in the case study.
A manufacturing company had a system that collected all the safety and other test data. The company produced reports that were submitted to the government to gain approval to sell their product. The system was over 20 years old and was written in Fortran and assembly language. The users were perfectly happy with the system as it was. The upper-level management was concerned that the two people who were maintaining the system were getting on in years and would be retiring soon, leaving the company with no one to maintain the system. Without the system, the company could conceivably not be able to sell any new products. Clearly, the problem did not belong to the users. They had no issues with a system that they had been using successfully for years. The assigned business analysts encountered resistance from the users that was supported by the supervisory and the union management. The users did not have the time to spend telling the business analysts what the system did and how it produced the reports for the government. The users did not need a new system or the trauma of change that comes with it. The two technicians maintaining the system were similarly too busy keeping the system running with changes to report formats and modifications to regulations and had long since lost touch with the business aspects of what they were doing, being so involved with the programming and technology. In this case, the problem owner was in the ranks of the upper-level management and was not identified. The business analysts had orders from the upper level to define what the system did in such a way that the entire regulatory compliance system could be replaced by a new system written in Java or some other more modern language with more modern technology. The users of the old system could care less about getting a new modern system, preferring the system they were used to, and were uncooperative. And there was a hard deadline: the day the last of the maintainers left the company for a well-earned retirement in the Florida Keys.
Transcribed Image Text:A manufacturing company had a system that collected all the safety and other test data. The company produced reports that were submitted to the government to gain approval to sell their product. The system was over 20 years old and was written in Fortran and assembly language. The users were perfectly happy with the system as it was. The upper-level management was concerned that the two people who were maintaining the system were getting on in years and would be retiring soon, leaving the company with no one to maintain the system. Without the system, the company could conceivably not be able to sell any new products. Clearly, the problem did not belong to the users. They had no issues with a system that they had been using successfully for years. The assigned business analysts encountered resistance from the users that was supported by the supervisory and the union management. The users did not have the time to spend telling the business analysts what the system did and how it produced the reports for the government. The users did not need a new system or the trauma of change that comes with it. The two technicians maintaining the system were similarly too busy keeping the system running with changes to report formats and modifications to regulations and had long since lost touch with the business aspects of what they were doing, being so involved with the programming and technology. In this case, the problem owner was in the ranks of the upper-level management and was not identified. The business analysts had orders from the upper level to define what the system did in such a way that the entire regulatory compliance system could be replaced by a new system written in Java or some other more modern language with more modern technology. The users of the old system could care less about getting a new modern system, preferring the system they were used to, and were uncooperative. And there was a hard deadline: the day the last of the maintainers left the company for a well-earned retirement in the Florida Keys.
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