Realizing

Case Solution for Unity Bank: Realizing Value From an M&A Integration

Complete Case details are given below :

Case Name :      Unity Bank: Realizing Value From an M&A Integration
Authors :           Nicole R.D. Haggerty, John Fong
Source :             Ivey Publishing
Case ID :            908E09
Discipline :        Information Technology
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A member of the integration leadership team must help plan and execute the integration of Delta’s information technology (IT) operations into those of Unity. He has been given a time limit of three years and has been charged with removing $60 million of expenses during the process. Half of the savings will come from reducing the number of staff whose roles have been duplicated as a result of the merger. The remaining savings will be achieved through the reduction of associated assets such as hardware, software and property. Irving has many hurdles to overcome, including motivating soon-to-be-made-redundant staff, finding and keeping Delta’s star performers, designing the new organizational structure for the technology group, choosing the target IT platform and performing the infrastructure consolidation. This case takes a student through the important decisions in integration projects in order to ensure success in a merger or acquisition, bringing awareness to the execution aspects of these transactions.
 
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Case Solution for Taiwan Taxi’s iCall System: Realizing the Value of GPS-Dispatch Systems

Complete Case details are given below :

Case Name :      Taiwan Taxi’s iCall System: Realizing the Value of GPS-Dispatch Systems
Authors :           Deborah Compeau, Rueylin Hsiao, Sheng-Tsung Hou
Source :             Ivey Publishing
Case ID :            909E21
Discipline :        Information Technology
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief executive officer (CEO) of Taiwan Taxi must assess the adoption of iCall by the firm’s taxi drivers. When originally conceived, iCall was supposed to be the basis for substantial growth in the number of taxi drivers signing up with Taiwan Taxi. But even after many years, adoption still lags behind the plan. The CEO must assess the reasons for the slower adoption of iCall and make recommendations on whether to revise the goal or improve adoption in order to meet it. The case demonstrates the many complexities involved in realizing business value from the adoption of information technology.
 
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