Managing Microcomputers in Large Organizations (1985) / Chapter Skim
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Managing Uncontrollable Growth
Managing Uncontrollable Growth
Pages 45-51
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From page 45... ...
These include Pratt & Whitney Aircraft engines, Sikorsky helicopters, Carrier air-conclitioning systems, Otis elevators, Mostek semiconductors, and a broac! range of electrical and electronic clevices and controls.
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From page 46... ...
Workstation growth is a different story. Proceeding from a smaller base, word processors, personal computers, engineering design stations, and intelligent remote jobentry stations are growing at a much faster rate.
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From page 47... ...
Many CSO managers who have pointed to IBM or some other preferred venclor's solution to a problem as if it were the only solution are now waking up to find their customers installing another venclor's equipment and running proprietary software. Ant} in the process their own responsibilities have been reduced to clownIoacling data files to the new system.
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From page 48... ...
These allow ciata processing professionals to respond to requests for service that require occasional reports drawn from existing data bases or the calculation of specific results on an infrequent basis. Some of these tools are simple enough to be taught to end users as well.
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From page 49... ...
It offers a hands-on approach using the IBM personal computer and the Context MBA software. Following the program, participants receive a personal computer for their "business use." Executives in this program are taught to use an array of standard tools: automated spreadsheets, word processing, business graphics, and communications.
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From page 50... ...
Although computers will be much more widely distributed than they are tociay, systems departments will neither wither away nor will their leaclers become super information executives. On the contrary, these departments will return to their original function of providing professional services consisting of computer support, file management, systems analysis, and program generation.
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From page 51... ...
If so, we will have minimum cost and minimum risk of failure. We are, however, at maximum risk of finding ourselves at a competitive disacivantage.
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