Accenture

In: Business and Management

Submitted By maruizm
Words 1913
Pages 8
CASO: La Transformación Estratégica de TI de Accenture

1. INTRODUCCIÓN
Accenture es una compañía global de consultoría, servicios de tecnología y empresa de outsourcing, con más de 261.000 personas trabajando en más de 120 países. Combinando una gran experiencia y capacidades necesarias para su participación activa en todas las industrias y en diversas funciones de negocios, ha realizado extensas investigaciones en las empresas más exitosas del mundo. Accenture colabora con los clientes para ayudarles a convertirse en empresas de alto desempeño. La compañía generó ganancias de US$27.9 mil millones de dólares al finalizar el ejercicio al 31 de agosto 2012.

En 2001 Accenture tomó la valiente decisión de separarse de su firma padre, Arthur Andersen. Esta nueva organización tendría un futuro brillante, pero también se debía enfrentar al reto de construir una nueva infraestructura de TI que puede apoyar una organización global con tecnología de vanguardia. El CIO de Accenture en ese momento, Frank Modruson, sucesor de Ed Schreck y la persona responsable de llevar adelante el desafío de la transformación de TI a partir de 2002, tenía planes ambiciosos para la nueva infraestructura tecnológica que consistía en sustituir los sistemas de legado de Arthur Andersen.

Tuvieron que tomarse decisiones, si la empresa debería continuar con enfoque descentralizado en la gestión de plataformas tecnológicas, en el que cada país elige a sus propias plataformas y tiene autonomía para ejecutarlos o si la empresa debería adoptar un enfoque mixto, en el que las mismas aplicaciones estándar se alineaban en toda la empresa, pero gestionadas de forma independiente en cada una de las oficinas o si debería Accenture adoptar un enfoque de "una empresa" y audazmente ir por una implementación centralizada de sus sistemas más críticos, con todas sus oficinas interconectados en una misma…...

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