Please answer all questions fully, in regards to management applications of information technology. Any citations must include both in text citations, and full reference citation. Please put in-text citations for any quotes used.

Chapter 5 IT Infrastructure and Emerging Technologies 217 bring with them a knowledge and background in best Management decided instead for a regional roll out business practices learned over many years in differ- strategy starting with the U.K. headquarters location. ent industries. They help firms redesign their bust- Completed in 2016, the company plans to implement ness processes and merge them into the enterprise the now system in the remaining countries over an software and IT Infrastructure, After twelve months eighteen month period, with a target date of 2010 for of work, the new platform was ready to deploy. complete implementation. Overall, the transition A key challenge facing management was how to required four years to completion. Management implement these platform changes in 24 countries believes they will have reduced their annual IT costs with multiple languages and multiple regulations by 50 percent compared to the older legacy systems, in each country. This turned out to be a massive but the real benefit will come from being able to cultural change, Each of the firm's business units operate and grow as a single global firm. required training in the new business processes and the software used to implement the processes. Over 2,000 of the firm's employees would be using the Saunter The Federal Reserve Payments Mudy 2010," Finderal new systems, some daily, to perform their jobs, A Reserve Bound (www federalerserve gov). 2016 3134 Benchmarking direct cutover to the new system was considered Budy Tois and Industry Report, " Accenture Report, www kremlin too risky. A parallel system cutover where both the loan, 3016, Ariella Brown, "Teblic Cloud Helps Chobal Firm Grow Its Business " (D Insight, December 13, Big Fan Delneva, -2016 in old and new platforms operate in parallel was con- the ATM Industry For Europe, a Year of Heavy Lifting* Jimmy 7, sidered too expensive, and too difficult technically. 216: "Annual Report 2018. The Glory Global Group 2016, hepin CASE STUDY QUESTIONS 1. Why did Glory choose a cloud solution as opposed 3. What were the main organizational change to modernizing the systems it had? requirements for implementing the new cloud 2. Why was it necessary to hire a systems integrator platform? firm? 4. Why did management choose a regional rollout strategy? Why in the UK?INTERACTIVE SESSION: ORGANIZATIONS Glory Finds Solutions in the Cloud Ever wonder who keeps track of all your ATM trans- In 2015 management decided the firm could not actions? If you use ATMs anywhere in the globe- achieve its strategic goals of growing the business and who doesn't-chances are good that specialist without being able to streamline and standandian it's Firms like Glory Global Solutions Lid. are manag business processes worldwide. The inefficiency of ing the process of dispensing and depositing cash operating so many disparate data centers and the ATM transactions. It's called the cash management absence of a single global system operating on a business, and it's at the heart of banking activity modern technology platform suggested the need for in thousands of bank branches and global banking a global enterprise database approach and for operal- systems, and an important part of the retail vending ing on a cloud platform provided by a single vendor automated self-service venues, and gaming indus Moving to a cloud solution would greatly reduce its tries (such as the gambling industry, which runs on data management and IT infrastructure costs. cash). There are over 3.2 million ATMs worldwide, Glory had already begun the move toward a cloud- and consumers made 10 billion withdrawals in 2016, based business by deploying Office 365 and other amounting to just under $1 trillion in value. Given cloud solutions a few years before. For the first time, the ubiquity of ATMs, cash transactions require the firm was able to share documents, data, and global scale systems to manage the flow of value. presentations across all its business segments. The One impact of the financial meltdown beginning firm's managers believed they could obtain a positive in 2008 is that banks shut down thousands of bank return on their investment within four years by mov- branches, resulting in a spurt in ATM cash transac- ing other processes to a single database and a single tions and an industry wide move towards automated cloud service teller systems. The next challenge was determining which vendor Glory Global was founded in 1918 as Kokuel would be the best choice. There are multiple vendors Machinery in Himeji, Japan. Originally a light bulb of cloud-based computing, from very large firms like manufacturing firm, it expanded on its manufac Oracle, SAP, IBM, and HP to smaller, regional provid- turing strengths by building the first coin and cash ers. Ultimately, Glory narrowed the choice down to counters in Japan, By the 1970s it moved into the two global vendors and then decided that Oracle best manufacture of ATMs worldwide and changed its fit their needs. The firm had already adopted in its name to the Glory Group. Through a series of European operations several elements of Oracle's acquisitions, Glory expanded rapidly. In 2013 Global traditional enterprise suite installed on Glory's own acquired Talaris (a UK-based cash management firm) servers. In the Last five years, along with most global to become Glory Global Solutions with headquarters cloud providers, Oracle has moved rapidly towards in Basingstoke, England. Today Glory is one of the offering "computing on demand" as a business world's largest cash management solutions providers. model, where customers do not purchase software Glory Global Solutions has 2,500 employees, operates but instead rent the computing power they need and in 100 countries, and generates more than Cl.7 bil- pay for only as much as they use the service. Having lion annually according to company sources, Glory a single vendor for licensing software and processing remains a Japanese owned firm that trades on the power rather than dealing with multiple vendor was Tokyo stock exchange. also seen as a positive factor. Growing through more than 25 acquisitions, the Few firms have the expertise to move rapidly from company quickly became a collection of legacy sys- a legacy system to a contemporary cloud platform, tems developed in different countries, by multiple Glory reviewed ten vendors of systems integrationor firms and developers, for different lines of business. services and chose a firm called TCS to help them The company also inherited a collection of data with the transition and fill in gaps in the firm's own centers from the firms it acquired. The various sys- knowledge. TCS had considerable experience with tems could not communicate with one another, and Oracle enterprise systems and had a number of pre- management was unable to "see" all of its businesses built modules that could used by Glory. System inte- or to understand the business processes of their vari- grators are consulting firms that have expertise in Dus business segments and operating companies, the hardware and software of business systems and