Celanese Case Analysis Essay

1. Describe the approach to IT service emolument grapplen at Celanese.IT initiatives at Celanese were implemented based on their cost-cutting potential. With the recent turndown in the sparing only projects that clearly supported the companys strategic counselor-at-law and convincingly demonstrated a 1-year payback would be approved. Celanese also had a very decentralized approach to IT overall with each department in each country running their own systems and implementing projects often without communicating. This led to not pursuing IT service improvement in a top-down, process-centric manner, so citizenry like the Global IT Operations Manager bootstrapped and implemented unique albeit ITIL-informed solutions that turn to Celanese-specific problems.2. Describe some of the factors that do Celanese ITs movement towards ITIL difficult. There was a lack of commitment by senior leadership to focus on IT and when there was it leadership only focused on short full term results. Over the past several eld they had focused on their customers coating and in 2009 they did not have the budget due to the economic downturn. The CIO was not onboard in supporting all the initiatives or was supporting them inconsistently as was quoted by the application manager on page 9. Lack of discourse between ITILers, OSM, and the vendors Misconception on how long something should take vs how long it would actually take to implement. Diffused 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 centralizing by several factors. devoted the pervasive belief that everything central was evil, there was considerable defense to reporting to a single CIO and developing a shared go IT organization. In 2001, the CIO role was thus li mited to that of individual contributor CIO. In this environment, the transition to a standardized IT infrastructure and an integrated IT organization was not smooth. The business case for every integration initiative had to be made on a case-by-case basis.