Article link- https://sloanreview.mit.edu/article/beyond-business-process-redesign-redefining-baxters-business-network/

Questions for Baxter readings: Read Beyond Business Process Redesign Please focus on answering the following questions as you read. Please create a 5 paragraph 2 page response using the following questions and Supporting figu res below 1} What is ASAP and how did American Hospital Supply {later Baxter} use it to capture more sales? 2} What was the relative advantage of ASAP for hospitals and for AHSIBaxter? Are there other Roger's concepts that apply? 3} What is Ualuelink? From Chapter 2 of Reynolds, what project classificationls] would you associate this with? A} What was the relative advantage of the hospital using W? What about Batter?I 5} How did the ASAP information system enable the 'v'aluelink process? Include references, and citations as you write Figure 1 The Shifts in Emphasis of ASAP over Time Role of the System Business Transformation Strategic Second transformation Phase Value-Added Competitive Services jockeying Organizational First assimilation Phase Order-Entry Localized System experimentation 1960 1967 1984 1988 1990 Time (not drawn to scale)Figure 2 ASAP Installations (1979-1989) Number of Terminals 10,000 9,000 8,000 7,000 6,000 5,000 4.000 3,000 2,000 1,000 0 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 Year Source: Baxter Internal Records Table 4 Details of Some Major ValueLink Contracts between Baxter and Hospitals" Hospital Date Duration of Contract Projected Savings to Benefits to Baxter the Hospital St. Paul-Ramsey 1968 [pilot) $580,000 in operating (company confidential) Medical Center. costs: 5,400 sq.ft space St. Paul, MN savings (435 bed) Vanderbilt 1988 6 years Labor savings of over $52 million in sales over University Hospital Renewed September (thru 1993) $750,000; inventory contract Nashville, TN 1990 savings of over $3 mil- (561 bed) lion in 2 years St. Luke's Episcopal May 1968 (pilot) One-time savings of [company confidential) Hospital $1.3 million; 11,000 Houston, TX sq.it. space savings; an- (949 bed) nual $1 million savings Saint Barnabas 28 September 1990 6 years $7 million in savings $56 million in sales over Medical Center. over life of contract 6 yours St. Bamabas, NJ (620 bed] Presbyterian 1 August 1990 5 years Annual savings of $100 million increment Hospital of New York $2 million tal sales over 5 years New York, NY (1.495 bed) Presbyterian 13 March 1991 5 years One-time savings of $75 million in sales over Hospital of Dallas $2.5 million; annual 5 years Dallas, TX savings of $650,000Project Classification Risk Factors Associated with Project Type Definition Project Type Breakthrough Creates a competitive advantage that High cost; very high risk of failure and enables the organization to earn a potential business disruption treater than normal return on invest- ment than its competitors Growth Generates substantial now revenue or High cost; high risk of failure and profits for the firm potential business disruption Innovation Explores the use of technology for a Risk can be managed by setting cost new technology ) in a new way limits, establishing an end date, and defining criteria for success Enhancement Upgrades an existing system to providy Risk lut scope of upgrade may now capabilities that moet new busi- expand, making it difficult to control news moods cost and schedule Maintenance Implements changes to an existing Risk that major rework may be system to enable operation in a requinal to make system work in new different technology environment (e.4. technology environment; potential for underlying changes in hardware, oper- system performance degradation ating systems, or datalyse management systemis) Mandatory Needed to meet requirements of a legal Risk that mandated completion date is entity or regulatory agency missed: may be difficult to define tangible benefits; costs can skyrocket 1.17