ERP Implementation at Tektronix Enterprise Resources Planning Case Study Case Analysis Paper must use size 10 or 12 fonts, single spaced and 1 inch margin

ERP Implementation at Tektronix Enterprise Resources Planning Case Study Case Analysis Paper must use size 10 or 12 fonts, single spaced and 1 inch margin all around with the proper headings and/or sub-headings.

Please read the attachment and finish this case analysis paper, and organize as follows:

Case Background (use subheadings; use text as well as bullets)

1. salient facts about the case (use relevant frameworks to analyze the industry and the company)

2. Economy and industry

3. Company attributes:

1). Business strategy

2). Strength/Weakness/Opportunity/Threat (SWOT) analysis

3). Organizational structure

4). Culture

5). IT architecture

Please write two pages, single space.

Please use easy words and language. Tektronix, Inc.: Global ERP Implementation
637
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Tektronix, Inc.;. Global ERP Implementation
When Carl Neun started his new job as chief financial officer (CFO) ofTektronix, Inc., in 1993
he knew he had his work cut out for him. A Silicon Valley transplant, he arrived at the Tektronix
campus in Wilsonville, Oregon,2 assumed broad
responsibilities, and immediately began shaking
things ~p. After 50 years of success the high-tech
producer of electronic equipment was facing increased global competition. Among the company’s challenges were management and information systems that lacked integration and
suffered from decades of uncoordinated evolution. Of particular importance was the fact that
the financial performance of the company was
suffering (see Exhibit 1). The company was in
the middle of a five-year recovery program
aimed at solidifying its competitive footing.
Neun believed that the company’s future success would depend on his ability to simplify and
restructure its operations. His first acts as CFO
included selling off businesses, changing business processes, and increasing visibility into operations. A key enabler for sustaining these
changes was the implementation of improved information technology (IT).
Neun knew that to achieve improvements, he
would need to bring in strong chief information officer (CIO) to help guide the effort. His
choice was Bob Vance, a technology manager
with whom he had worked in the past. Together
a
This case was prepared by Doctoral Candidates
George Westerman and Mark J. Cotteleer under the
supervision of Professors Robert D. Austin ‘and
Richard L. Nolan.
·
1
Copyright © 1999 President and Fellows of Harvard
College.
Harvard Business School case 699-043.
2
Tektronix maintained corporate campuses in
Wilsonville, Oregon, and Beaverton, Oregon, 20 miles
away.
Neun and Vance assessed. the 1970s-vintage information architecture and made their plans.
Fixing Tektronix’s IT was crucial to the longterm success of the company. They knew what
they wanted, and they had the support of the
board of directors. While it was not clear exactly
how they would get there, both Neun and Vance
knew they were in for an exciting ride.
i’!
Tektronix’s History
Founded in 1946 as a maker of electronic test
equipment, Tektronix had grown by 1993 to be a
$1.3 billion manufacturer of electronic tools and
devices. The company’s business was split into
three autonomous divisions: the Measurement
Business Division (MBD), the Color Printing
and Imaging Division (CPID), and the Video and
Networking Division (VND) (see Exhibit 2).
Tektronix divisions were based in the United
States, and the company had a presence in nearly
60 countries.
The company was the worldwide leader in oscilloscopes, with a market share of more than
twice that of its next largest competitor. It was
also the worldwide leader in television test,
measurement, and monitoring equipment and a
leader in the market for workgroup color printers. Despite occupying a strong and stable position in its markets, the company was hampered
by a 50-year legacy that limited its flexibility and
growth opportunities.
One of Tektronix’s major issues was its IT infrastructure. The company had many different application systems and technologies around the
world. (See Exhibit 3 for a brief history of the technical path Tektronix took to replace its IT hardware and communications infrastructure.) Gary
Allen, IT director, finance and human resources
638
M odule Four
EXHIBIT 1
Managing and Leading a Networked IT Organization
Selected Financial Data*
E
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. Excluding nonrecurrinq charqest :’ .. ,-: :_-6.5% · ·._ ;··_·_. 5.9%.-“·.
/5.6% . ·:.·.5.4%···
Netearninqs . ·.·
.
. .
. .:_>_$82) . .°-.:$1.14.8 . . . :$~~~6 .. ·: . .·$81.6
·. $8.1:6′
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·.$9~~6
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·. Basic earninqs per-share
. .
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·. sz.oo . $1.67 .·
. · Exc.ludrr g nonrecurrinq ·ch~r9e~t._
$2.68
$2.32
: $1 ~-~-4
. $1_.95
· Diluted earnings per share:
.· · _$1.60 .·.
. $2.29 .
·, $1.95
. ·$1.64
Exdudinq nonrecurrlnq charqest ·’
. $2:6.3; __ . . -_:$2_.29·
(·,, :·E).
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