A case scenario is presented in the CB21 program which aims at identifying more business opportunities rather than elevating a firm to a monopoly status in its industry of operation. The identified organization was Cata4 UK which seemed to provide a platform on which businesses can operate for high profit realizations. Apparently, the business change anticipated in the CB21 program basically included a regulatory change presented to organizations as mandatory business operation procedures (Djankov, 2016, p248). In this case analysis, a keen discussion is made on the overall strategy development taken by the CB21 program in addition to the newly introduced rational for organization structure.
The presented business case scenario identifies a number of milestones or phases in which business strategies were being developed. As will be noted, CB21 program had a well-established documented framework whose mission was to impose a standardized framework of vital business processes (Besley, 2015.p101). Most importantly, the regulatory essence of the CB21 program in business development formed the vertebral column of implementation success.
To begin with, the CB21 program had to undergo an exclusively scrutinized perspective of the documented framework for it to be considered business viable. Testing the strategy, generally, involved ensuring that all aspects of business models testing were adequately identified and recognized as business processes (Rauch, et al 2015, p89). Therefore, unit testing had to be used as the basic unit to commence the overall testing framework of the CB21 program strategy. Unit testing would ensure that the technical aspects of the program were fully functioning. The success of each unit in the CB21 program technology projects (described in the ERP technical documentation) would guarantee business progression of the systems implemented. This would later be effected using business implementation processes such as the “smoke test”, the regression technic, as well as the general system testing.
From a different angle, the strategy testing phase would also ensure that the overall implementation process of the CB21 program could be logically and functionally integrated. In actual facts, this was very crucial to ensure that all of the technical aspects of the program in technology business projects were functionally represented. This would imply that the systems introduced as regulatory business change processes accounted for the real time benefits in terms of realizing successful business ventures (Rauch, et al 2015, p94). Consequently, it would later become important to ensure that the identified business models (including integration trial, parallel run and business penetration opportunity avenues) were well evaluated.
The last business scope of testing strategy as identified in the engineers of the CB21 program entailed the overall acceptance of an identified business process. Factually, the testing strategy at this level would ensure that users of a given ERP system had ease in inputting data and interpreting processed information. Most importantly, the user-friendliness of the ERP system was to be sufficiently covered. Moreover, the success of the program would also be guaranteed by the anticipated operational acceptance. This aspect of acceptance formed a reference platform assuring that all the user requirements gathered were adequately transformed into ERP functionalities reflecting the business needs of the involved organization.
From an objective point of view, the developed business plan framework identified by the CB21 program would suggest a “slow” roll-out strategy to Cata4 UK as the best framework of implementation. Basing this aspect of the strategy development evolution in the case study, it would be relatively true to concur with the program on the fact that large business projects require patience for a successful consistent implementation plan (Burgelman, 2015). When keenly addressed, this would serve both the contractors and the client firms to gauge the success of a business plan without significantly affecting the normal business operations of the involved firm.
The entire roll-out strategy or plan would be made further effective by coming up with a contingency plan expected to achieve a number of objectives. CB21 program was comprehensive in identifying risk areas which would render business plans inefficient upon successful implementation. Consequently, the program would come up with risk mitigation mechanisms for all projects rolled out to Cata4 UK. From a specific point of view, these would basically include business risks coupled with technical hitches of information systems such as the ERP developed. The risk mitigation process in the CB21 program would ensure that the developers of the IS were readily available and business consultants and analysts would give expert advice on current and foreseeable business scenarios.
The roll-out process would also ensure that training was conducted among the Cata4 UK in different fields. To begin with, each and every technology system identified for implementation (especially the ERP system) was introduced and trained to employees in seminars and conferences. Employees within the Cata4 UK firm and identified as CB21 program agents and users were given some time off their working desks to ensure that the introduced business plans reflected the capacity of these individuals as users (Burgelman, 2015). When keenly evaluated, these individuals were employees who occupied supervisory operational levels such as junior and senior managers. The same individuals would also be trained on the new business processes that Cata4 UK deemed to be important and viable to its business mission and vision.
Logically, it would be termed as insufficient if a business process or plan is executed with lack of confidence and certainty. Instances of lack of confidence in a business process implementation or execution are always eminent if the employees or agents mandated with execution are not certain with the out of the process. For instance, misunderstanding a form input value (such as texts or numbers) would be evident in the report generated by the user of the system. In most cases, this would be seen in unsatisfied clients who issue negative reviews of a business process served by a certain profit-making institution (Wong and Watkinson, 2017, p133). In line with such kind of business fear, the CB21 program was very strategic in identifying aspects which would improve the overall business process of the involved firm.
For adequate business confidence to be instilled among the users of a system (including those tasked with implementing a business process), user acceptance and trailing process were executed exhaustively. This is to imply that no system feature would be tested without certainty of the input, processing and output aspects of an information system such as an ERP. Essentially, business confidence among users would be measured on a scale of 1-10 based on the fluency of interpreting an output of the ERP given certain input data.
Business confidence would also be achieved using the “dos and don’ts” of executing a business information system or process. It was expected that users of a given system who clearly reflected and mapped the features of the ERP system with reference to the business roles identified during data gathering phases of an exclusive business plan as a measure of business confidence (Wong and Watkinson, 2017, p131). Knowing the kind of output that a business model would eventually display as an end result would be affected if all steps and functionalities of the involved business plan or IS were specifically identified. In the long-run, users of a system would grow in confidence when all avenues of a business process are identified in the functionalities of the involved information system.
In line with the new business models coupled with crucial elements of a strategy development, the need for a new organizational structure became eminent. Consequently, a rational had to be identified with respect to the dynamic changes introduced by the CB21 program to the Cata4 UK organization (Hair, 2015). In the following section of this business case analysis, the following perspectives of the identified rational for a new organizational structure are elaborated.
First and foremost, the suggested models in the business plan developed in the CB21 program had to be measured with reference to the available resources. This is to imply that the critical success path of implementing all the business models within the program had to identify the already available resources for effective implementation of business plans. For instance, the implementation process of an ERP system had to ensure that all computing facilities were available without any faulty equipment (Goetsch and Davis, 2014). This would be described in an organizational structure whose rationale prioritized availability of resources to implement any nature of a viable business plan. The fit for purpose rationale also identified the following elements or aspects as described in the CB21 program business plan.
The capacity of users (who couple up as employees) of any business plan process was greatly considered as a rational for new business organization structure in various ways. This would ensure that the existing organizational structure would not be gravely affected. This is to imply that the new business roles that come with the implementation of an identified business plan substantially retained the core roles and responsibilities of an operational level. For instance, an IT manager in the technology department of Cata4 UK would be expected to assume the new role of a system/database administrator in a newly implemented information system.
“Fit for purpose” rationale of identifying new roles in a given organizational structure also considered the maintenance or consultancy business practice. It would be very futile for a business plan to be implemented without and effective procedure of maintenance (Goetsch and Davis, 2014). For instance, a successfully installed ERP system in Cata4 UK would be professionally implemented if the developers are kept at bay and called up to elaborate, repair and maintain the system in case significant hitches are incurred. The CB21 program was very accurate and comprehensive in identifying “fit for purpose” as part of the many rationale identified for reorganizing the management hierarchy in Cata4 UK. Most importantly, all resources required in the critical success path of a business plan implementation process were identified and made available in a timely manner.
From an overview angle, ownership migration in the CB21 program basically entailed assigning crucial business plan roles to their respective managers within the Cata4 UK firm. Ownership migration would see some roles and responsibilities taking new dimensions with reference to different departments and their operations. This was considered effective during the development and execution of a business plan implementation process by Cata4 UK. Essentially, ownership migration would enhance the accountability perspective of resources utilization during the implementation process in addition to business models executions by different departments (Rossi, et al 2016, p365). For an effective and efficient business plan process implementation, it would be considered as a professionally wise move if the accountability of a business plan deliverables are timely accounted for and mitigated.
On one hand, CB21 program noted that ownership migration would steer forward the implementation of the suggested business models and project plans in different ways. This rationale of re-organizing the management hierarchy to suit a business model plan would improve the time aspect of implementation. For instance, assigning the head of IT department as the chief project financial officer would ensure that a computing infrastructure is acquired in a quality and affordable manner. Such a rationale would see different managers of varying departments (aided by their respective supervisors) assume new roles in the business/project implementation procedures or plans.
On the other hand, ownership migration as a rationale of effecting an organizational structure would reduce the entire cost of business model implementation. As would be realized, it is normally a fairly expensive adventure for any profit making institution to outsource a management role if there is an already existing capacity for the same. From an accounting point view, replicating new roles and responsibilities using a huge budget tends to be a futile business venture which would not yield in logical profit margins (Rossi, et al 2016, p369). Consequently, ownership migration using the existing expertise capacity provided a smooth platform for implementation of future business projects anticipated by Cata4 UK. Actually, it would have been viewed as a professional enhancement factor of improving service delivery to clients in a standardized and accountable platform.
Businesswise, assigning of new role was considered a strategic rationale for a new organizational structure given the many advantages that are associated with it. To begin with, transitional management as an effective reorganization technique would be used as a reward to loyal and most improving employees in terms of performance. Being elevated from a mere operational office to an operational manager would be a good measure of exercising employee recognition (Huber, et al 2014, p106). Essentially, this would ensure that employees were made part and parcel of the new roles which presented exciting challenges. CB21 program was very strategic as it ensured that the users of a system or agents of a business model acquired a respectable role for effective implementation purposes.
From a different angle, the elements of testing and trailing complemented with data migration would present a new rationale of assigning new roles and responsibilities of employees. Similarly, this aspect of effecting assigning new roles as a rationale for reorganization of management hierarchy would also support human resource perspective of recognizing performance among the subordinate staff. Additionally, data migration (to be specific) would require large numbers of individuals for manual typing of data and hence new employment opportunities would be available. This is one factor that the entire shell of introducing new business plans among organizations which contributed towards the effectiveness of the regulatory efforts of the British economy.
On-going business developments and business roll-out strategies were also considered instrumental in implementing a new organizational structure. In the modern business world, individuals are expected to exercise different and dynamic business process for one to establish themselves as successful professionals. Subsequently, on-going developments would also present new opportunities for employees in Cata4 UK who occupied policy making management levels. Actually, the logical and business attributes of suggested ventures required such individuals for effective implementation of business ideas (Huber, et al 2014, p109). Likewise, roll-out strategies were also considered effective in the CB21 program as a rationale for re-organizing operational roles to employees in the sense that one would be given an opportunity to display their professionalism in different fields not described in their current roles and responsibilities.
As a measure of diligent utilization of available resources, optimization of scarce resources was considered an efficient rational in coming up with a new organizational structure as identified in the CB21 program. From a general point of view, optimizing resources in each and every phase of an exclusive business plan would ensure that financial accountability is taken to an elevated level. The program in context was very efficient in the sense that budgetary allocation of available resources ensures that wasteful usage by different project officers was mitigated timely and adequately (Unger, et al 2015, p1901). Most importantly, it was expected that huge business plans would ensure high returns in terms of successfully implemented ventures were realized.
From a professional point of view, the competence of individuals who occupied senior positions in project management or business plan execution process was evaluated. This aspect or rational of ensuring that wastage of resources was curtailed was effective in addressing professional deficiencies among incompetent individuals who were tasked with vital roles and responsibilities. Essentially, the resume of such project officers would measure the lengths and heights of a successful career when it came to improving project or business management. In simpler terms, optimization of resources by different individuals mandated with effective use of assigned roles was accounted in a well-structured performance report.
From a different angle, it would also be true to state that the optimization of scarce resources would adequately equip assigned individuals with the business know-how of operating in strenuous business environments. This would, later, turn out to be a learning stint for entrepreneurs who opted to venture into solo business projects after gaining massive personal and professional experience in roles and responsibilities which called for optimization of available operational resources (Unger, et al 2015, p1910). Fundamentally, optimization of scarce resources ensured that budgetary plans for huge projects in Cata4 UK. CB21 program also elaborated on the effectiveness of ensuring that additional resources were not disregarded but rather retained for future business use.
The last measure identified as a measure of organizing a new structure of management included intelligent identification of threats and their effective mitigation. On one hand, the contingent attribute of foreseeing business trends of a given market was considered important in CB21 program. From an exclusive angle of discussion, it would be genuine to realize that most profit-making ventures operate on a glare of threats (Stavrou, et al 2014, p120). Some risks are normally eminent for an organization especially if the nature of business transactions operate on a trial basis. Nonetheless, CB21 program was very comprehensive when it came to identification and mitigation of threats.
The suggested business program in discussion ensured that all technical and business threats were timely identified. This would be aided by inclusion of regular reports issued to the executive management for review and strategy development. Review of potential threats and risks reports were strategic when it came to business planning in terms of financial allocation and expertise sourcing. These threats would later be addressed using financial and resource mitigation mechanisms which would see some firms outsourced to come and provide support services especially those involving technical hitches (Stavrou, et al 2014, p122). For mitigation of future business threats, CB21 would be strategic in contracting different business analysts to provide recommendations that would be feasible and financially viable.
In conclusion, it would be wise to conclude that the elevated level of business plans and projects was accomplished in the CB21 program. CATA4 UK, as the main beneficiary of the integrated documentation of business models, enhanced its business operational scale in terms of performance and high profit margin realization (Wallace and Webber, 2017). In actual sense, it would be genuine to acknowledge the fact that an integrated business plan documentation integrating both technical and business models would be effective when implemented as a regulatory and a professional move.
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