In 2001 Accenture needed the bold step of separating in the parent, Arthur Andersen. The completely new firm that emerged stood a vibrant future ahead, but it also faced the job of making a completely new IT infrastructure that could support an international organization that consults on leading-edge technology. Accenture's CIO in those days, Erection dysfunction Schreck, understood that as being a master of the trade wasn't easy. Frank Modruson, Schreck's successor as well as the person responsible for moving forward the IT transformation challenge from 2002 on, had ambitious plans for your new technology infrastructure that was to switch Arthur Andersen's legacy systems. Difficult options must be created. When the firm continue a decentralized approach to controlling technology platforms, through which each country chooses a unique IT platforms and it has autonomy to function them? Or maybe the firm possess a mixed approach, in which the same standard programs would tell you the enterprise but tend to be handled individually by individual offices? Or should Accenture espouse a "one-firm" approach and strongly goal for any centralized implementation of the most significant systems, wonderful its offices interconnected on one "instance" from the software platform? Additionally, when the firm retain its traditional conception of IT as cost center, or should it migrate with a plan that recognizes IT just like a service provision center that produces measurable value for your organization? These questions and much more drove Accenture's CIO team to try most likely the most wonderful IT changes in the global organization lately.
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