Case Study Introduction: This Case Study is based on one of the projects Shelly lead while working for Deloitte Consulting. The actual name of the organization has been replaced by the ctional name of "Good Products Inc\" to maintain condentiality. Good Products Inc. ("Good Products") is a very successful UK based multinational corporation (MNC) with operations in more than 60 countries and regions. Good Products is a consumer goods corporation that denes its purpose as helping people live healthier lives. They employ over 40,000 people in 6 continents. Since the late 18005, Good Products has been widely successful in Europe. In 2018, with a desire to continue their global expansion, they acquired a consumer goods company in New Jersey, USA. Integrating this newly acquired company presented many challenges. Information technology systems were quite antiquated. Organizational structures were highly fragmented along process/functional lines versus the preferred product orientation that Good Products employed. Lastly, sales representatives were not highly respected, and they were often in conict with their manufacturing, distribution and service colleagues. Given the breadth of organizational change required, Good Products hired a management consulting rm to help them successfully complete the integration. Lynne Harris was a project management professional from the management consulting rm. She was given a 3-month assignment to put together a plan to integrate the newly acquired American company's IT systems. Before beginning her assignment in New Jersey, she spent 3 weeks with Good Products' architecture development team located at the company headquarters in London, England. Lynne's rst day in London was a memorable one. Although the weather was cold and it had been raining for over a week, she was greeted by a team of cheery IT professionals who proudly wore the company's logo on their shirts. To her surprise, most people in the company wore a company shirt. The \"Good Products fever" touched virtually everyone in the organization and employees were intensely proud of their company. Lynne had just nished a project assignment with Good Products Home Health Division in France and was eager to remain with this organization as she had developed many wonderful relationships with the global customer service teams. Lynne and the team received a signicant bonus for their success as they were almost $100,000 under budget and 3 weeks ahead of schedule. She was condent her success with Good Products would continue and the management consulting rm that employed her was happy to see her take on this new Lynne had just nished a project assignment with Good Products Home Health Division in France and was eager to remain with this organization as she had developed many wonderful relationships with the global customer service teams. Lynne and the team received a signicant bonus for their success as they were almost $100,000 under budget and 3 weeks ahead of schedule. She was condent her success with Good Products would continue and the management consulting rm that employed her was happy to see her take on this new assignment. Lynne was tasked with migrating all of the American company's systems over to the standard Good Products platforms. The most challenging system in the newly acquired American company was their \"home grown\" order entry platform. It was not cloud based. This was a real source was dovmloaded by 100000848621465 from Coursel-Iero.com on 09-29-2022 13: 1 1:27 GMT -05:00 1 I P a g e w.coursehero.com/le/ 108474602/Case-Studydocx/ challenge for the sales and service teams as they were largely mobile. This signicant shortcoming caused the majority of sales representatives to hold their customer information in their own Excel spreadsheets. This meant that the customer information was very decentralized and out of sync with the ofcial corporate records. The Marketing team struggled to get an accurate picture of current client needs and they felt their promotional efforts suffered as a result. For instance, most of their email campaigns failed to result in any new sales as almost 40% of the emails "bounced back\" as undeliverable. Not having current client information was really impeding sales. Getting the sales representatives to use Global Products' cloud-based CRM system would be very challenging. Aside from the data integration issues, the VP of Sales and Service at the newly acquired American company encouraged his representatives to use whatever platform that suited their needs as he just wanted sales results. In addition, he assumed that using the same technology that was already in place at Good Products would mean the global senior executive team could impose many new levels of approvals on the routine transactions his team carried out daily. And they could monitor his teams' every move. All of this felt like unnecessary bureaucracy and he was already struggling to meet his monthly sales quotas. In the end, the only thing that the VP of Sales and Services at the American company felt good about was the carried out daily. And they could monitor his teams' every move. All of this felt like unnecessary bureaucracy and he was already struggling to meet his monthly sales quotas. In the end, the only thing that the VP of Sales and Services at the American company felt good about was the fact that Lynne Harris would report directly to him. He'd never allow system integration projects to get in the way of achieving his sales goals. Lynne knew that a project this challenging would require some people with considerable project management expertise. Her last team included people on loan from the global PMO and they knew how to empower the functional subject matter experts to analyze and dene the rapidly changing customer requirements. She asked the VP of Sales and Service at the newly acquired American company to assign subject matter experts from his organization to the emerging teams she would lead. She informed him that she would need people with HR, business analysis, process engineering, communication and technology skills. These skills were necessary because Lynne would have to oversee requirements definition, process design, system design, testing, end user training, procedure development and implementation. She also asked for an experienced Project Coordinator that could assist her with all the project management activities that she'd perform as part of her scope. She suspected some external hires would be required and would plan for this in her schedule. Within a month, Lynne mapped out all the systems that needed to be integrated. Her |T roadmap included 7 systems. She was asked to immediately begin developing detailed requirements with members of the newly acquired American team. The CEO of Good Products wanted all the IT systems of the newly acquired American company to be migrated over to Good Products platforms within 8 months as he promised shareholders a quick and seamless acquisition. During one of Lynne's solution design brainstorming sessions with the newly formed international team, she was told they couldn't proceed to the prototyping stage of development until all the IT Executives at the global headquarters of Good Products approved the requirements. Lynne felt this extensive approval process was ineffective and inefficient. The IT professionals on her team were very experienced and she questioned why they were not empowered to make the necessary decisions. Lynne decided to challenge this approach. The IT Executives were not willing to grant her an exception for this project. It took her almost 4 weeks to get the requirements approved. This was not the rst conict Lynne encountered. Although she lost many of the policy challenges, she always felt respected and heard. Given the delay caused by the excessive approvals required, Lynne was behind schedule. As she began to think about how to get the project back on track, she realized how different this assignment would be from her last. Although it was a very challenging place to work, she was having a lot of fun