IT strategies

Although, as stated at the beginning of this chapter, novel IT strategies cannot transform the pharmaceutical industry the discovery, development, and delivery to the patient of innovative new medicines meeting a variety of unmet medical needs is entirely dependent on the successful implementation and integration of powerful, predictive, and pervasive computing. 

First, what was interesting was what I did not find. SYSCO s uniqueness does not appear to be either its strategy, its products, its financial expertise, or its employees. Nor did I did find a rah-rah culture or a visible culture. What is unique about SYSCO is that it has figured out how, on a daily basis, to get and keep everyone - from the CEO to the truck driver - focused with the right attitude on doing the little things that count very very much to their customers. 

Any other firm would have been content with these mechanisms to ensure that transformation rather then progression results. However, transformation has to be accomplished mindfully. To ensure this, Infosys has created a shared context (Eahey Prusak, 1998) and a shared identity (Orlikowski, 2002) to inform its decisions and actions. Its strategy models codify key priorities for making decisions, whereas its core values such as sharing and transparency prescribe norms for action. Even as these models and values serve as selection mechanisms to harness variation beneficially, they also provide continuity and coherence amidst continual change. 

Development of a corporate 3D IT strategy to built multi-disciplinary 3D exploration teams. 

As a subject matter expert on the process, the owner has the capacity to deliver results outlined in the list of owner responsibilities, mentor future process owners, assist in staff development, and accurately guide management in its strategy related to the process. The process owner s personal development of his or her process expertise is essential in delivering operational results and providing direction for future strategic changes to the process. 

Created in 1928 by the merger of thirteen chemical intermediate factories, Union Chimique Beige (UCB) has continuously used mergers, acquisitions, and divestments to strengthen its position in those markets that were consistent with its strategy of innovation and globalization , first in chemicals and films and later also in pharmaceuticals. 

The company has changed its strategy and its underlying assumptions fundamentally in the course of the project. For example, it has learned that it needs to price the product based on long-term positioning rather than current cost, that it needs to build a plant in a low-cost environment, that value chain intermediaries will need an incentive to adopt its product, and that it is sometimes necessary to work with smaller attackers as initial commercialization partners to demonstrate proof of principle, create market pull, and get the big fish to adopt a new product. The increased focus, clear product positioning, and partnering has already resulted in a number of major market introductions over the past year. 

Being part of a business unit increases your influence on its strategy. 

For the first years of operation there were no flammables in the area. However, the company changed its strategy and started storing Class IC flammable liquids (crude sulfate turpentine) several months before the fire. Specific safety systems were requested by the permitting agencies. These safety requests were accepted by the owners. However, several safety systems were incompletely installed or not installed by the time of the incident. 

Macheca died at the hands of a New Orleans mob, which dragged him from a prison cell and lynched him, after he had been arrested for the murder of a policeman. (34) His old lieutenant Matrenga took over the reins. Macheca s death left a deep impression on the syndicates possibly this is the point where the mob decided to "go legit," its strategy ever since. In order to do so, the Matrenga gang turned back to the Hofjuden. 

Radioactive waste management involves the treatment, storage, and disposal of liquid, airborne, and solid effluents from the nuclear industry s operations, along with those from other activities that employ the radioactive products. Its strategy involves four approaches limit generation, delay and decay, concentrate and contain, and dilute and disperse. Combinations of all four of these usually are employed to manage each waste stream.39... 

Within the Fischer-Tropsch research ECN Biomass concentrates on the definition of the gas cleaning with respect to the typical B R in urities, like NHj, HCl, HCN, H]S, COS, tars (heavy organic molecules), soot, and alkali metals, Traces (< ppm) of these compounds can already be a poison for the Fischer-Tropsch catalysts. For the implementation of B R and Fischer-Tropsch ECN its strategy is on the demonstration of integrated systems to reduce the time necessary to realise a first full-scale installation for conversion of biomass and residue, gas cleaning, and Fischer-Tropsch synthesis. To achieve this ECN focuses on two lines of development ... 

Profile One of the world s leading health care companies, Abbott is dedicated to improving people s lives through the discovery, development, manufacture, and marketing of health care products and services. Its strategy is to provide innovative technologies that improve the quality of health care while helping customers lower their costs. 

Prevention of Allergy and Allergic Asthma was a collaborative project between the World Allergy Organization (WAO) and the WHO. This collaboration was commissioned to advance the strategic objectives of the WHO as outlined in its Strategy for the Prevention and Control of Chronic Respiratory Diseases. 

Light, B., Holland, C.P., Kelly, S., Wills, K. Best Of Breed IT Strategy An Alternative To Enterprise Resource Planning Systems. In Hansen, H.R., Bichler, M., Mahrer, H. (eds.) Proceedings of the 8 European Conference on Information Systems (ECIS 2000), July 03-05, 2000, Vienna, Austria, pp. 652-659 (2000)... 

THE ENTRY INTO PETROCHEMICALS Because the early 1950s were a period of rapid innovation in polymer/petrochemical technology, Hercules was able to build a new learning base in that industry and become a first mover in one of the most versatile of the new commodities, polypropylene (PP). Its strategy was excellent. The company worked closely with European inventors and companies that, like Hercules, had not been involved in the new technology s wartime development. After pioneering the invention of a new process for phenol resins, it joined with Britain s Distillers Company to commercialize and license the process. Its first plant came on-stream in 1952.4... 

Since the 1950s, GLCC s niche has been bromides and brominated chemical products. By 1970 it had become the largest producer in the United States and during the 1980s grew to be a major player in Europe. Its strategy and structure rendered it one of the most successful of the smaller focused chemical companies. In addition, its story provides an example of a successful latecomer and the reasons for its success. 

In the 1980s Akzo altered its strategy to purchase more than thirty small companies, largely in U.S. specialty chemicals, coatings, and pharmaceuticals, at a total cost of 1.8 billion. Part of the cost was covered through the sales of its U.S. fiber business to BASF in 1985. The acquisitions in pharmaceuticals and paints and coatings were successful the others proved less so. But the strategy of acquisition in these businesses did not yield the expected increases in income. 

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