Celanese Case Analysis Essay

1. bring up the approach to IT service melioration interpreted at Celanese.IT green lights at Celanese were implemented base on their cost-cutting potential. With the recent turndown in the economy exclusively projects that clearly support the confederacys strategic guidance and convincingly demonstrated a 1-year requital would be approved. Celanese also had a rattling decentralized approach to IT overall with separately department in each plain running their own systems and implementing projects often without communicating. This turn back to non pursuing IT service advantage in a top-down, process-centric manner, so nation like the Global IT Operations theatre director bootstrapped and implemented unique albeit ITIL-informed solutions that addressed Celanese-specific problems.2. tie some of the factors that made Celanese ITs grounds towards ITIL difficult. There was a lack of commitment by senior leadership to centralize on IT and when at that place was it lead ership only focused on short bourn results. Over the past several years they had focused on their customers application and in 2009 they did not have the budget due(p) to the economic downturn. The CIO was not onboard in keep all the initiatives or was supporting them inconsistently as was quoted by the application conductor on page 9. Lack of colloquy between ITILers, OSM, and the vendors Misconception on how long something should take vs how long it would actually take to implement. flabby IT structure ex. Standardizing the PCs used by the company took 5 years Culture at Celanese where centralization was the enemy3. IT operations at Celanese were undisciplined and poorly coordinated. Why did its CIO not support a process improvement initiative?The CIO was hampered in coordinating and concentrate by several factors. Given the permeant belief that everything central was evil, there was considerable resistance to reporting to a single CIO and developing a share service s IT organization. In 2001, the CIO role was consequently limited to that of individual contributor CIO. In this environment, the transition to a standardized IT nucleotide and an integrated IT organization was not smooth. The line of credit case for every integration initiative had to be made on a case-by-case basis.