Based on the text attached please answer the following:

A. Question 1 including quantitative specifics for each, populate with realistic benchmarked numbers

B. Question 2 - demonstrate this in whichever format needed to convey, but the audience will make a decision based on this pitch. Do not describe what you would do in a proposal, this is the proposal with justification - should be enough to make a decision.

C. Question 3 - including specific actions (structures, processes, other specifics as needed)

D. What else would you do if you were Seamus?

(I would appreciate throrough answers please)

2/25/2018 Yuzu: IT Strategy PRINTED BY: 3mbe624c88c8e@placeholder.17690.edu. Printing is for personal, private use only. No part of this book may reproduced or transmitted without publisher's prior permission. Violators will be prosecuted Mini Case Enterprise Architecture at Nationstate Insurance be Smith, H. A., and J. D. McKeen. Enterprise Architecture at Nationstate Insurance." #1-1 1-1-001, Queen's School of Business, September 2007. Reproduced by pemission of Queen's University, School of Business Kingston, Ontario, Canada. Jane Denton looked around at her assembled senior IT leadership team waiting to hear what she was going to say. Most were leaning forward eagerly, though some appeared more cautious. They were a good team, she knew, and she wanted to lead them well. A seasoned CIO, with a whole career behind her in IT, Jane was the newly appointed global CIO of Nationstate Insurance. This would be her last job before retirement in three years and she wanted to find a way to make a lasting difference in this company. Nationstate was an excellent company-Jane had done her homework. It was one of the largest in the United States, with a worldwide presence in personal and commercial insurance, and had recently been voted one of Forbes' "Best Big Companies." It had good systems, good user-IT relationships, and good people. But the company aspired to be great and Jane wanted to help them by taking IT to the next level. She knew that the world was changing -largely as a result of technology-and she knew that IT and its traditional approach to systems development was also going to have to change. "Our IT function needs to become more cutting edge in adopting emerging technologies," she had told the CEO shortly after she was hired, 'and we need to become more flexible and agile in our approach to development work. Now she had this time and this team to accomplish her goals However, it was much easier said than done. Like almost every large organization, Nationstate had a hodgepodge of different systems, data, and processe business units (BUs). Nationstate's decentralized structure had served it well in the past b enabling individual BUs to respond quickly to changing market needs but a couple of years before Jane's arrival, recognizing the need for some enterprise thinking, the CEO had created a federated structure with some centralized functions, including parts of IT. So some of IT was now centralized and shared by all the BUs (e.g., operations) and reported directly to Jane, while the rest (e.g., system development) was decentralized. Each BU had its own CIO and IT staff who s-most serving just one of its six reported jointly to the BU's president and to Jane This potentially unwieldy structure was made more palatable by the fact that the business unit CIOs had great business knowledge and were well trusted by their presidents. In fact, it was central IT that was often seen as the roadblock by the BUs. She had never led an IT organization like it, she reflected, and in her first few months, she had made a considerable effort to understand the strengths and weaknesses of this model and how responsibilities had been divided between ps://reader.yuzu.comf#books/9780133777628/ch/6/421/4/2/8/108@0:0 2/25/2018 Yuzu: IT Strategy PRINTED BY: 3mbe624c88c8e@placeholder.17690.edu. Printing is for personal, private use only. No part of this book may reproduced or transmitted without publisher's prior permission. Violators will be prosecuted Mini Case Enterprise Architecture at Nationstate Insurance be Smith, H. A., and J. D. McKeen. Enterprise Architecture at Nationstate Insurance." #1-1 1-1-001, Queen's School of Business, September 2007. Reproduced by pemission of Queen's University, School of Business Kingston, Ontario, Canada. Jane Denton looked around at her assembled senior IT leadership team waiting to hear what she was going to say. Most were leaning forward eagerly, though some appeared more cautious. They were a good team, she knew, and she wanted to lead them well. A seasoned CIO, with a whole career behind her in IT, Jane was the newly appointed global CIO of Nationstate Insurance. This would be her last job before retirement in three years and she wanted to find a way to make a lasting difference in this company. Nationstate was an excellent company-Jane had done her homework. It was one of the largest in the United States, with a worldwide presence in personal and commercial insurance, and had recently been voted one of Forbes' "Best Big Companies." It had good systems, good user-IT relationships, and good people. But the company aspired to be great and Jane wanted to help them by taking IT to the next level. She knew that the world was changing -largely as a result of technology-and she knew that IT and its traditional approach to systems development was also going to have to change. "Our IT function needs to become more cutting edge in adopting emerging technologies," she had told the CEO shortly after she was hired, 'and we need to become more flexible and agile in our approach to development work. Now she had this time and this team to accomplish her goals However, it was much easier said than done. Like almost every large organization, Nationstate had a hodgepodge of different systems, data, and processe business units (BUs). Nationstate's decentralized structure had served it well in the past b enabling individual BUs to respond quickly to changing market needs but a couple of years before Jane's arrival, recognizing the need for some enterprise thinking, the CEO had created a federated structure with some centralized functions, including parts of IT. So some of IT was now centralized and shared by all the BUs (e.g., operations) and reported directly to Jane, while the rest (e.g., system development) was decentralized. Each BU had its own CIO and IT staff who s-most serving just one of its six reported jointly to the BU's president and to Jane This potentially unwieldy structure was made more palatable by the fact that the business unit CIOs had great business knowledge and were well trusted by their presidents. In fact, it was central IT that was often seen as the roadblock by the BUs. She had never led an IT organization like it, she reflected, and in her first few months, she had made a considerable effort to understand the strengths and weaknesses of this model and how responsibilities had been divided between ps://reader.yuzu.comf#books/9780133777628/ch/6/421/4/2/8/108@0:0