Case Detail

Case Summary

MDCM, Inc. (A): IT Strategy Synchronization

Case Number: 5-404-770(A), Year Published: 2006

HBS Number: KEL170

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Authors: Mark Jeffery; Derek Yung; Joseph Norton

Key Concepts

Portfolio Management, Business Objectives, Strategic Alignment, IT Strategy, Score Card, Business Strategy, IT Management, Manufacturing, Medical Devices

Abstract

MDCM, Inc. (A): IT Strategy Synchronization examines the issues of formulating an IT strategy and a set of IT objectives aligned with corporate strategy. Specifically, the case describes a firm that has grown rapidly through global acquisitions. As a result of these acquisitions, the new conglomerate is not responsive to the competitive environment. The firm has therefore launched a new transformation strategy called Horizon 2000, but it has yet to develop a corresponding IT strategy. Students solve Case A by applying the management by business objective framework and develop an executive level IT strategy for the firm. This case is the first in a series where the second of the series is the case MDCM, Inc. (B): Strategic IT Portfolio Management. These cases were originally developed for the Kellogg CIO/CXO 3-day executive program Driving Strategic Results through IT Portfolio Management, and are used in the Kellogg MBA course entitled Managing Technology Portfolios and Projects.

Number of Pages: 9

Extended Case Information

Teaching Areas: Management, Manufacturing, Operations, Strategy, Technology

Teaching Note Available: Yes

Geographic: United States

Industry: Medical Devices

Organization Name: MDCM (disguised)

Organization Size: Large

Decision Maker Position: CEO

Decision Maker Gender: Male

Year of Case: 2002