Instructions: Based on the text attached A. Set the problem statement and key stakeholders B. Perform data-driven root cause analysis, point to external references as needed

MINI CASE Managing Technology at Genex Fuels4 You have got yourselves into a terrible predicament," said V.R. "Sandy" Sandhuramen, his soft Indian accent belying the gravity of his words. "You are incredibly lucky you have managed to do business as well as you have, but this situation cannot be allowed to carry on." Sandy, a high-priced technology consultant, had been hired by Genex Fuel's new CIO, Nick Devlin, to review the company's technology portfolio and help him and his newly appointed IT architect, Chuck Yee, get a handle on the firm's tech- nology needs Genex, a major producer of crude oil and natural gas, is the largest marketer of petroleum and petroleum products in the region. It is structured into three distinct business divisions, each comprising a number of functional segments. Until recently IT had been decentralized into the three divisions, each with its own director of IT who reported to the divisional executive vice presidents (EVPs). Devlin, formerly the direc tor of the corporate division, had been appointed CIO and given the specific mandate to bring in SAP as the primary technology platform for all the divisions. "We have to start behaving like we're one business," said the CEO when h appointed Devlin. "I want a much more agile and responsive IT organization than e had in the past. It seems to me that every time I ask IT to look into something I've heard or read about, they always come up with a thousand and one reasons why it won't work. We need to be able to use technology competitively, and that won't happen unless you can get ahead of the curve." Devlin's excitement about his new mandate had lasted just about a week, until the true scope of the challenge became clear. He had asked each divisional IT director for an inventory of hardware and software currently in place and to briefly outline the work that was in their plans for the coming year. "We must have one of every piece of hard ware and software ever produced," Devlin marveled as he scanned their reports. On the one hand, there was a new customer management system called COMC, which had been implemented to improve real-time information exchange between the company's 5 bulk fuel sites and Genex headquarters. On the other hand, IT was still running an archaic DOS-based marketing system called MAAS to provide customer service and reports. "And they want to bring in SAPI" he groaned. "We need a plan, and we need it soon." That was when Devlin had engaged Sandy to work with Yee. "First, I want a o-holds-barred assessment of our current situation," he had said, and now they were in his office, outlining the "terrible predicament. 4 Smith, H. A. and D. McKee. Managing Technology at Genex Fuels #9-L05 1 004, Queen's School of Business, February 2005. Reproduced by permission of Queen's University, School of Business, Kingston, Ontario MINI CASE Managing Technology at Genex Fuels4 You have got yourselves into a terrible predicament," said V.R. "Sandy" Sandhuramen, his soft Indian accent belying the gravity of his words. "You are incredibly lucky you have managed to do business as well as you have, but this situation cannot be allowed to carry on." Sandy, a high-priced technology consultant, had been hired by Genex Fuel's new CIO, Nick Devlin, to review the company's technology portfolio and help him and his newly appointed IT architect, Chuck Yee, get a handle on the firm's tech- nology needs Genex, a major producer of crude oil and natural gas, is the largest marketer of petroleum and petroleum products in the region. It is structured into three distinct business divisions, each comprising a number of functional segments. Until recently IT had been decentralized into the three divisions, each with its own director of IT who reported to the divisional executive vice presidents (EVPs). Devlin, formerly the direc tor of the corporate division, had been appointed CIO and given the specific mandate to bring in SAP as the primary technology platform for all the divisions. "We have to start behaving like we're one business," said the CEO when h appointed Devlin. "I want a much more agile and responsive IT organization than e had in the past. It seems to me that every time I ask IT to look into something I've heard or read about, they always come up with a thousand and one reasons why it won't work. We need to be able to use technology competitively, and that won't happen unless you can get ahead of the curve." Devlin's excitement about his new mandate had lasted just about a week, until the true scope of the challenge became clear. He had asked each divisional IT director for an inventory of hardware and software currently in place and to briefly outline the work that was in their plans for the coming year. "We must have one of every piece of hard ware and software ever produced," Devlin marveled as he scanned their reports. On the one hand, there was a new customer management system called COMC, which had been implemented to improve real-time information exchange between the company's 5 bulk fuel sites and Genex headquarters. On the other hand, IT was still running an archaic DOS-based marketing system called MAAS to provide customer service and reports. "And they want to bring in SAPI" he groaned. "We need a plan, and we need it soon." That was when Devlin had engaged Sandy to work with Yee. "First, I want a o-holds-barred assessment of our current situation," he had said, and now they were in his office, outlining the "terrible predicament. 4 Smith, H. A. and D. McKee. Managing Technology at Genex Fuels #9-L05 1 004, Queen's School of Business, February 2005. Reproduced by permission of Queen's University, School of Business, Kingston, Ontario