There does not appear to be a comprehensive IT strategy in place with emphasis on driving the business forward and creating a positive impact on the bottom line. This is reflected in the current network architecture, which is somewhat piecemeal reflecting a 'fire-fighting' approach in its design.
In Kreuger, ProPrint Plc has a 'champion for change' who appears to be adept at obtaining sufficient funding for hardware, software and training. If this is done in the context of the organisation's long term strategy for developing a broader range of services, then it may be possible to win over resistant managers - such as Sheila Lawson - and even to enthuse John Tricker to become proactive. Ironically the complacent or averse attitudes of senior managers echo the underlying core difficulty here, this is a learning resistant organisation.
However, we consider this approach to be too insular. The company should also consider the impact of its decisions relating to the architecture of its network, on such matters as supply chain management and intranets/internets for internal, B2C and B2B networking. (Verisign) This will become increasingly important as ProPrint Plc expands its range of operations and services. Ultimately its network architecture should be focused on facilitating information exchange for both internal and external users - staff, customers and suppliers.
PC workstations on each desk are an expensi ...