'Key Drivers Essay\r'

'Given that the discussion sectionment of raw systems stack be fraught with problems and delays, what drives formations to break out systems?\r\nThe most important drivers come at a time from the needs of the disdain and be much non related to technology, but guide technological solutions.\r\nT here(predicate) are a number of possible triggers for the need to develop a reinvigorated system including intakers identifying a need, organisations needing to grow or instruct sore(prenominal) companies in order to extend their grocery share, the need to snub staffing costs or an organisation needing to keep up with competitors.\r\nA few more drivers are considered here:\r\nNeed for growth\r\nSome quantify businesses can arrive stagnant. This means they are non growing (gaining new business and exploring new opportunities) or they are shrinking (losing business). Eventually, businesses that do not call for any straw man or change leave stimulate to decline, although this can take some time.\r\n roughly organisations want to advance †they want to expand, get mixed in new markets and hyperkinetic syndrome-on profits. They need to grow to survive and for this they get to have a strategic plan. This is where the community decides what it wants to do and what direction it wants to take. As part of this process, its systems will be examined to ensure that they are capable of supporting the proposed growth. If this is not the case, indeed the organisation has time to address the issues.\r\n companion acquisition\r\nIt is not unusual for aceness beau monde to buy out another(prenominal)(prenominal). For example, the media fellowship Telewest was purchased by the larger group NTL a few years ago. Since then, it has been sold over again †this time to the Virgin Media Group.\r\nAn organisation whitethorn well buy another company for any one of or conspiracy of the following reasons:\r\nTo access new markets: A company selling sports e quipment, for example, buys a sports vestments company so that it can add products and services to its portfolio that it feels will interest its animated customers. Alternatively, an organisation might purchase a company active in a completely different market domain so that it can get involved in new different activities.\r\nTo maturation market share of existing business: One supermarket chain buys out another supermarket chain, thus having more outlets and business overall. To acquire particular assets: Sometimes the acquisition is because one company needs to purchase the assets of another company so that it can use them itself. An example might be a car manufacturer buying an advertizing company so that it can reduce its marketing and advertising costs.\r\nIf one organisation acquires another, it can do one of two things:\r\nAllow the systems to proceed running one by one for each company Find slipway of integrate systems so that organisations can discipline together\ r\nWhich route is taken will depend very much on what managers intended when they purchased the company. If the acquiring company does not intend to keep its acquisition, for example, there would be little point in integrating the systems.\r\nNeed to maturation productiveness\r\nWhen systems have been in place for a completion of time, they are said to decay. This means that they become slight and less useful to the organisation.\r\nAt implementation:\r\nSystem will be heavily used †there will still be debugging activity and information essential.\r\nDuring general use:\r\nSystem is running(a) as it should and is being used effectively.\r\n disunite of decay:\r\nInefficiencies are found that restore organisational productivity\r\nWhat causes decay? These are a few examples:\r\nNew technology becomes available that would help increase productivity by improving efficiency. Capacity needs increase because sales have improved and productivity output does not match involve. The activities of competitors demand that the organisation improves its ability to respond. More users running(a) on the system can dull it down, thereby making the system less productive overall.\r\nLegal requirements\r\nAt times an organisation has no other filling but to respond to changes in the impartiality. Responding to and implementing needful changes in health and safety statute law is essential if an organisation is going to continue to operate within the law.\r\nThe one reward of changes in legal requirements is that they are commonly anticipated. It would not be fair if changes needed to be made immediately that would single out one company over another. When new laws, or changes in existing laws, occur, companies commonly have a grace dot of time to prepare prior to the law coming into force.\r\n'