The company has had some years with a decline in turnover and had to redefine themselves after 23 years in the market at the time. This ended up with a short-term strategy of not saying “no” to anything and trying a lot of new approaches, which quickly escalated into a new way of doing business and opened a lot of doors. After almost 2 years of constant growth in turnover and employees the company is now starting to experience some limitations in the manual way of doing business. Therefore, it is needed to find and implement some modern technology that will be a turning point for the company’s normal manual processes. The main purpose for the project is to prepare and secure success for the upcoming implementation of two new IT-systems, a new CRM-system and a BI-solution. Through these new IT-systems it should be possible to do a much more thorough job with customers and suppliers, but also get some much more detailed views into the business through some new reports. Methodology The paper is based on a long line of theories, model and data which gives the insight that the final conclusion is bases upon. The methodology used have had special focus on cultural differences, different management theories, internal procedures and factors and different strategical considerations. Results It is clear when getting an overview over the three involved cultures that there were several cultural differences which could potentially affect the business. To make sure these cultural differences won’t affect the project integration it has been important to map out the differences so the leaders will be aware of these differences and can avoid any cultural clashes. Beside the cultural analysis it also became clear that to make the implementation of the new system a success it is also necessary to have a full understanding of the ways to lead the employees of the company. Throughout the whole project there has also been studied numerous models which has already proven to give a great view of the project different lifecycles and have given a great preparation for the implementation process. The models also give a dynamic approach to the project and gives the opportunity to use it throughout the whole projects implementation process and that way be ready to possible challenges. Conclusion The conclusion of the complete analysis of the project is that through the attention to leadership, careful preparation of the projects lifecycle and understanding of the cultural differences of the three involved countries should it be possible to make a successful implementation of the two new IT-systems. It could also be concluded that by reaching a joint vision for the company in the process of the new IT-systems that it is possible to secure the future and create a new precedence for future innovation development.
|Educations||Graduate Diploma in International Business, (Diploma Programme) Final Thesis|
|Number of pages||103|
|Supervisors||Henrik Johannsen Duus|