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84 Chapter 3 • Enterprise Systems Architecture

Discussion Questions

1. Discuss the objective of ERP implementation at 4. Why should ERP architecture include a discussion
Nestlé USA. Did they achieve these objectives? on organizational structure, business processes,
2. Refer to the Nestlé case in this chapter. What and people, instead of just information technology
problems were faced by Jeri Dunn, CIO, and what and systems?
do you think would be the right systems architecture 5. Why is server-centric architecture better than
for Nestlé? client-centric architecture?
3. Discuss the benefits and limitations of ERP imple- 6. Discuss the benefits of service-oriented architecture
mentation at Nestlé USA. over the traditional three-tier architectures.

CASE 3-2
Real-World Cases
Wipro and MBH

Source: Adapted from Navarre, E., Price, B., and Reimer, S. (2006). Case Study Report, University of
Massachusetts, Lowell; and Wipro Technologies (2001). Employee Self-service, Collaboration and Community
Framework; A Journey by HR Team of Wipro.

Even though a self-service can be used in any aspect of a company, many companies such
as Wipro Technologies, SAP, and MBH Solutions have implemented self-service as an HR
function. The main theme driving this HR design in each company is to improve service
offerings to employees. This is a critical move in today’s market because many companies
can’t afford to lose talented employees.

WIPRO TECHNOLOGIES
Wipro Technologies’ 11 key objectives of HR self-service are “to improve services to
employees and managers . . . ” and “ . . . to focus on becoming more strategic by expanding
services, aligning HR activities with business strategies, and attracting and retaining key
talent to support the business direction.” The avenue that Wipro used to obtain these
objectives was a strategy labeled Channel [W]. Prior to using Channel [W], Wipro analyzed
their organization to understand their employees’ needs and wants, as well as how well
these were handled. Their research led them to identify two patterns that accompanied the
information flow within their organization, one pulled and sorted information (“infotain-
ment”), whereas the other pushed and thrust the information on the employee by the orga-
nization itself (“intellectual”). The way in which bonding took place was another important
aspect identified within Wipro (i.e., inward to outward and outward to inward). A graph
showing these quadrants helped Wipro establish a strategy for each quadrant (Exhibit 3-1).
These strategies followed their objectives by promoting a “bonding” atmosphere in which
employees felt comfortable and were encouraged to build relationships. From these various
inputs Wipro devised a solution with Channel [W], a television-like desktop program for

11 Wipro Technologies (2001). Employee Self-Service, Collaboration and Community Framework; A Journey by HR
team of Wipro.