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Vibhava Chemicals Case Study Solution

An integrated workplace management system gave Dow Chemical a complete real-time view of their space capacity and use

Real estate can generate improvement for a corporation’s financial performance, whether it’s a new location providing capital to support revenue growth or underused locations that are consolidated to significantly reduce operating costs. That’s why Dow sees its real estate as a key strategic asset and uses an advanced integrated workplace management solution to gain tight control of its facilities worldwide. The solution seamlessly integrates space management, capital projects and facility maintenance, providing a single system to improve facilities-related operating and financial performance. The company not only gains a holistic and current view of its real estate performance but can also easily identify program funding priorities and analyze large-scale capital project risks and benefits with automatic project management controls within minutes versus several months. And integrated digital floor plans help capture previously inaccessible facilities space usage data for analysis, transforming space use and real estate management processes from reactive to proactive. Based on new insights, the company can redefine office standards and densifications, allowing it to accommodate growth without leasing more space. In one instance, it added 5,000 employees to an existing facility without incurring real estate costs.

Solution components

  • IBM® TRIRIGA® Capital Projects Manager
  • IBM TRIRIGA Facilities Manager
  • IBM TRIRIGA Real Estate Environmental Sustainability Manager
  • IBM TRIRIGA Workplace Operations Manager
  • IBM TRIRIGA CAD Integrator/Publisher
  • IBM TRIRIGA Connector for Esri Geographic Information System
  • IBM Business Partner Computerized Facility Integration, LLC
  • IBM Business Partner Esri

Essay on Solution HBS Case Study Kent Chemical

6207 WordsApr 4th, 201525 Pages

HBS Case Study Solution

Kent Chemical:
Organizing for International Growth

Table of Contents

1 Initial Problems 3
1.1 Introduction & Problem Identification 3
1.2 Link of KCP’s Strategy to Porter’s Generic Strategies 4
1.3 A Suitable Vision for KCP and KCI 5
1.4 Kent’s Fundamental Organizational Challenge 5
1.5 Task Analysis and Role Assignment 6
1.6 Why These Problems Emerged Now and not Earlier in the 1990s 6
2 Unsuccessful Responses 7
2.1 Changes Morales Made 7
2.1.1 The GBD Concept 7
2.1.2 World Boards 8
2.2 General Options for Organizational Design of Kent Chemical 8
2.3 Could the GBD Concept Have Worked? 9
3 Sterling Partner’s Recommendations 10
3.1 New Management Challenges 10
3.2 What Kent got for $1.8 Million 11…show more content…

In detail, Kent definitely suffers from its inability to adequately coordinate its businesses due to its misarranged organizational set-up. Therefore both: in terms of the structure of Kent’s international organization KCI and especially the organizational linkages between the domestic and overseas divisions, withholding the company from adequately coordinating issues with global implications. In addition to these problems regarding Kent’s overall organizational structure and organizational linkages, there are also the more intangible continuing problems of poor relations and communication between the domestic-based business and the international subsidiaries. These manifest themselves as several facts: First of all, the U.S.-based organization failed to adapt demands for change, second, the U.S.-based business divisions have been unwilling to grant any autonomy to the international divisions and third the international subsidiaries, having a long history of independence, reacted to such treatment by resisting to being controlled and or managed by the domestic-based business divisions. These problems Luis Morales faces as the President of KCI when he began pursuing an international expansion strategy.
In the chapter 2, the problems will become investigated more detailed to show where the different causes for unsuccessful organizational changes come from. The strategies used are

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