Case Study on Mini Case Managing Technology at Genex Fuels

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Smith, H. A., and J. D. McKeen. “Managing Technology at Genex Fuels.” #9-L05-1-004, Queen’s School of Business, February 2005. Reproduced by permission of Queen’s University, School of Business, Kingston, Ontario.

Genex, a major producer of crude oil and natural gas, is the largest marketer of petroleum and petroleum products in the region. It is structured into three distinct business divisions, each comprising a number of functional segments. Until recently, IT had been decentralized into the three divisions, each with its own director of IT who reported to the divisional executive vice presidents (EVPs). Devlin, formerly the director of the corporate division, had been appointed CIO and given the specific mandate to bring in SAP as the primary technology platform for all the divisions.

  • What evidence is the CEO using to suggest that Genex is not using technology competitively?
  • Did Devlin need to hire Sandy, a “high-priced technology consultant,” to tell him that technology at Genex was a mess?
  • Devise a strategy to successfully implement enterprisewide systems (such as SAP) at Genex.

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