“Managing Strategic Growth at Sjoland Thyselius AB Case” Case Solution & Answer

“Managing Strategic Growth at Sjoland Thyselius AB Case” Study Solution

Introduction

“S&T” organization is a well-known IT European firm working in Sweden. The firm is notable for giving IT solutions in Sweden. The organization was begun by “Margus Sipland and Rune Thyselius” who is renowned for giving IT administrations in the Defense business, however later extended it to the next private clients too. Magnus have the associations with FOA, which forced them to choose those associations. Since Sweden is quite strong in defense department having strong military base which forced them to turn the protection division as a client and start the premise directing it to thriving. Moreover, the company is also well known for providing the different internet based courses such as Java. (Schriber, 2017)

In the year 1993, the organization chose to grow its business all around the world which let them to think diversely and permitted non-family members to join the organization authoritatively. During such a long time, the organization has just centered on growing and expanding by holding various organizations in various businesses internationally. The organization at present has around 12 holding organizations that work in various businesses.

The organization has numerous auxiliaries and each of them don’t have any set methodology or rules. This caused the major issues for the organization profitability and future directions. However, it is very important for the company to prevail strong bonding and coordination in order to set important rules which help the company in future directions.

Problem statement

The problem that arises in the case is the lack of coordination among the 12 subsidiaries of the company. The case highlights the importance of bonding and coordination that helps the company’s future position and success.

Expanding Coordination

Coordination is defined as the capacity of an association and its team to keep up with activities and guarantee that the tasks are appropriately coordinated and outgrowths future success. In this case, it is extremely important and the duty of the management to ensure the profitability of the organization. It is fundamentally critical for the organization to increase the arrangement of the supervisory team with the firm or the association in order to increase coordination. The coordination can be expanded by adjusting every one of the parts or auxiliaries of the association on a similar goal and the key for achievement is to be in total agreement. Various strategies and procedures are accessible or are available that can be used successfully inside divisions.

It is extremely important for the company to set the strategic missions and ensures that those missions are prioritized. Moreover, it is important for the team to check monthly reports, company’s goals and to set monthly meetings for the future planning’s and proceeding. This will not only help’s the company to gain success but also increases the management coordination. The directors should convey inside the association and fortify this angle to direct the association and expanding coordination among various divisions and moving units.

Implications

The absence of coordination increases the gamble of the scattered responsibility and assignments. Arranging responsibility for each errand assists with guaranteeing that all endeavors in the association are recognizably planned and gives a total a strong design to functional assumptions. Structure is a focal component of compelling coordination across an association as it empowers interchanges, underlines liabilities, and gives substantial expert in navigation. These are the most important factors of organizations and helps it to grow and prosper.

Alternative options

The main focus of the company is to create firm support and coordination among all its 12 subsidiaries. Multiple options are available for the above procedures. All these options has certain advantages and disadvantages and proceed to the different rationale. Following are the alternative options suggested to the firm.

Option 1- “Implement the similar ERP system across the units”

It emphasizes on the fact that the same ERP systems should install across he all units in order to ensure that the similar sets of protocols and compliance policies has been regulated by all the units at the same manner. This approach would give the company clear perceivability and command over the obtainment cycle. As far as the advantages are concerned, the above options may lead the company to the steep of challenges such as process complexity, budget outflow or cost issues.

Therefore, it is important to implement a lot more straightforward and simpler ERP framework at the auxiliaries while an alternate framework is carried out in the headquarters.

Option 2- “Implementation of Two Tier ERP approach with simple data integration”

Another suggested option is the “implementation of Two Tier ERP approach with Simple Data Integration among Headquarters and Subsidiaries”. The organization is recommended to carry out a corporate ERP framework especially at the headquarter of the association and also in the bigger divisions. Then again, an alternate ERP framework should be carried out at more modest auxiliaries and a layer of basic conditional information reconciliation ought to be made between the two ERP frameworks. The entire association should rollup monetary information from the auxiliary framework to the corporate ERP framework. It will permit the central command to acquire information.

In this case, the headquarters are allowed to choose to make a close coordination with the auxiliary or chooses to coordinate at a safe distance and chooses to see exercises all the more intently, such choice isn’t feasible and an ERP framework isn’t successful and adequate.

Option 3- “Implementation of Two Tier ERP approach with process integration”

Another suggested option is the “implementation of Two Tier ERP approach with process Integration among Headquarters and Subsidiaries”. This approach focuses on the process integration between the two parties. This approach is great for organizing two parties. By incorporating the two frameworks, the seller terms haggled by headquarter are accessible to the auxiliary. The auxiliary has the option to make a buy request in its own framework and utilize its own cycles for endorsing demands and getting products, yet can use the legally binding terms haggled by headquarters. Therefore, the auxiliary ordinarily profits by lowering their costs.

This gives the company the negotiable ability and help it to take better decisions in the future. The process integrations promotes the collaboration between the two parties and supports coordination.

Recommendations

By analyzing all these mentioned above options, it is recommended for the company to implement the third suggested option i.e. “the implementation of two tier ERP process integration”. This will help the “S&T” to increase coordination and collaboration of all the 12 companies and set the same protocols and rules. This will further help the organization to grow and expand globally.

Conclusion

The case highlights the importance of coordination and collaboration among the S&T subsidiaries and their importance for the company’s success. There are multiple alternative options for the problem arises in the case. All of these options has its own shortcomings and advantages. After analyzing the company’s strategic mapping and their solutions it is recommended for the organization to implement process integration among all their subsidiaries in order to promote coordination and collaboration…………………….

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