Cmgt578 V12long Range It Plan Focusing On Innovationcmgt578 V11page ✓ Solved

CMGT/578 v12 Long-range IT Plan Focusing on Innovation CMGT/578 v11 Long-range IT Plan Focusing on Innovation For this assignment, you’re a senior IT manager at Reynolds Tool & Die. You have been asked to write a 3-page plan detailing how you will create a culture of innovation in IT operations and integrate IT innovation into long-range strategic planning. Your proposal should include recommendations for specific technology innovations and explain how you expect these innovations to drive business success over time. This assignment requires you to analyze the company’s goals; analyze how IT innovation can contribute to those goals and how the current environment might be able to support innovation.

After you have completed your analyses, you will synthesize all of this information into a long-range IT plan focusing on innovation. Specifically, your plan needs to address two things: 1. What IS innovations can you propose that align with the strategic long-range plans of both IT and the organization? 2. How can you create a culture of innovation within your IT organization?

Headings should be as follows: I. Long-range, Innovative Solutions Planning Consider this a wish list. What innovative technologies will you propose to help Reynolds accomplish its long-range goals? For example, does artificial intelligence have a place in the organization? Big Data?

What about next generation cloud technologies? How will mobility (related to mobile devices) fit into your planning? II. Creating a Culture of Innovation in the IT Organization In order to implement creative solutions, you need an innovative team. Going forward, you’ll want to hire the right people and train them the right way.

You already have staff who have been doing things a specific way, and you need to create a culture of innovation throughout the organization. How will you do that? Some areas to address are: i. IT Staffing and Training Does your current staff have the right skill sets? What skill sets will they need to add in order to be innovative?

What are the potential budget considerations for ongoing training? ii. R&D Can you make the case for research and development (R&D) within Reynolds’ IT organization? R&D isn’t synonymous with product development; it’s a function tasked with pursuing forward-thinking, innovative strategies, even strategies that the business doesn’t expect to pay off in the short term, but hopes will pay off eventually in the long term. CMGT/578 v12 Course Scenario CMGT/578 v12 Course Scenario Reynolds Tool & Die Reynolds Mission Statement “We are committed to providing our customers quality products with the highest engineering standards.†Reynolds Vision Statement “We are committed to achieving our goal of being a market leader for engineering solutions and will investment in technical innovation.

Our desire is to continue to expand our markets, our technical competence, and our intellectual curiosity to serve our customers.†Additional Information Reynolds Tool & Die is an automotive component manufacturer supplying suspension pieces and technology to both other suppliers and major U.S. and foreign manufacturers. Annual revenue is around million, and the company is profitable. Reynolds has production facilities at their headquarters in Akron, OH; in Bloomington, IN; and in Memphis, TN. Approximately 300 people work for Reynolds, including 7 in IT. The IT staff is broken down as follows: · IT Director · 2 Help Desk personnel · 3 Network Engineers · 1 Software Engineer, primarily supporting the company’s ERP system One network engineer works in Bloomington, one in Memphis, and the rest of the IT staff is located in Akron.

The three sites are networked via an MPLS circuit. In addition to SAP® software, the company uses Microsoft® Office 2010 for administrative work along with several specialized CAD programs for design. The SAP software is two versions behind, but not at end of its life. A data center is in Akron, while the other two sites have smaller hardware footprints consisting of Microsoft Exchange servers for email, a small file and print server, and redundant Active Directory servers. EMC Storage Area Network (SAN) devices are at each site.

Redundant backup appliances are in Akron and Bloomington, and data can be cycled among the SANS for further redundancy. While some server virtualization has been achieved, only about 20 percent of all servers have been virtualized with the help of VMWare. All sites use Cisco® switches, routers, and firewalls. Servers, desktops, laptops and printers are all HP®, and are between 3 and 5 years old and the desktops and Laptops use Windows® 7 as the operating system. All servers are on Microsoft Server 2012.

There are no cloud applications. There has been a demand by administrative personnel and engineers for integrating mobile devices with Microsoft Exchange and other apps but to date the company has not implemented a BYOD (Bring Your Own Device) or a MDM (Mobile Device Management) solution. The IT budget typically is between .2 and .5 million annually, depending on capital expense. Note that this budget ONLY covers hardware, software, services, and licensing. Personnel costs are not included, nor do you need to include them for the Week 4 budget assignment.

This year the company is embarking on significant expansion. A joint venture has been signed with a firm from Mexico Peraltada LLC in order to gain access to a new supplier market. Both companies will remain independent, but Reynolds will exchange engineering expertise for a percentage of sales in Mexico and there will be joint development of intellectual property. Peraltada uses Microsoft Office 2016 and Oracle as their ERP solution. Desktop and laptops are HP, and they are running Microsoft Server 2016.

They employ around 200 people with 5 in IT. The company provides key employees with iPhones for mobile access to their network. In an effort to diversify, the company has purchased a small company in Vancouver, Canada that makes light aircraft landing gear components. P.T. Tracy, LLC employs about 80 people, with 3 in IT.

They also use SAP for an ERP solution but one version newer than Reynolds. They use Microsoft Office 2013 and Windows 10 for their desktop OS. Their firewall solution is Palo Alto and they use Cisco routing and switching equipment. Servers, desktops and laptops are all Dell®. They also have implemented a BYOD policy, using the MDM solution VMWare AirWatch®, supporting both Apple® and Samsung® Galaxy phones.

They are running Microsoft Server 2016. All three companies in the scenario have a Microsoft Enterprise License in various stages of life; none will be up for renewal at the same time. Assignment Content Top of Form Top of Form You can use the Reynolds case for this paper. But be specific. This isn't a high-level summary; you need to get into the weeds and offer a plan on how specific technology can be innovative in the environment you choose.

I'd lean toward using Reynolds since you've done so much work on it already. It's a long-range plan; where do you want the company to be in the coming years. For this assignment, you will write a 3-page proposal detailing how you, as a senior IT manager, plan to create a culture of innovation in IT operations and integrate IT innovation into long-range strategic planning. The audience for this plan is senior leadership. Your proposal should include recommendations for specific technology innovations and a rationale for how you expect these innovations to drive business success. Carefully read the Course Scenario. (Uploaded) Carefully Read and complete the Week 6 Assignment Instructions. (Uploaded) Format your plan according to APA guidelines.Bottom of Form Thank you for your help!

Paper for above instructions

I. Long-range, Innovative Solutions Planning

A. Proposed Innovative Technologies

As a senior IT manager at Reynolds Tool & Die, it is imperative to align our IT innovations with the company's long-term goals and vision. The mission of Reynolds is to deliver quality products with high engineering standards while achieving leadership in engineering solutions through technical innovation. To support this mission, I propose several key technology innovations aimed at enhancing operational efficiency, improving market reach, and advancing engineering solutions.
1. Artificial Intelligence (AI) and Automation: Implementing AI-driven solutions can enhance decision-making processes and operational efficiencies. AI can be integrated into our production line for predictive maintenance, reducing downtime and improving the reliability of our machinery (Wright, 2022). Furthermore, AI can optimize supply chain management by predicting demand fluctuations and automating inventory management to reduce costs and improve service levels (Chui et al., 2016).
2. Big Data Analytics: Leveraging big data analytics will allow Reynolds to extract actionable insights from data collected across our operations and supply chain. This will facilitate data-driven decision-making, enhance customer relations, and enable us to tailor our products based on customer preferences and market trends (Davenport, 2014). For instance, identifying inefficiencies in production processes through data analysis can highlight areas for innovation and improvement.
3. Cloud Computing: Transitioning to cloud-based infrastructure will provide Reynolds with scalable resources, enhanced collaboration, and cost savings. By utilizing Software as a Service (SaaS) solutions, we could streamline operations and improve accessibility to critical applications from any location (Feldman & Litan, 2013). Furthermore, a hybrid cloud model could provide additional flexibility and redundancy, particularly important considering our expanding operations in collaboration with Peraltada LLC in Mexico.
4. Mobility Solutions: Given the demand for mobile integration, deploying a Mobile Device Management (MDM) solution will enhance our mobile capabilities. By allowing secure access to company resources from employee mobile devices, we will empower our engineers and administrative staff to work effectively from anywhere (Sharma, 2016). The implementation of a Bring Your Own Device (BYOD) policy, coupled with MDM, will enhance productivity while ensuring data security.
5. Virtual Reality (VR) and Augmented Reality (AR): Integrating VR and AR technologies can significantly enhance our product design and training processes. These technologies can enable virtual collaborations among engineers from different locations (IBM, 2020). Additionally, AR can be used for remote assistance in machine maintenance, which can reduce operational costs and time while improving service efficiency (Davis et al., 2021).

B. Expected Outcomes

By adopting these innovative technologies, Reynolds will be better positioned to achieve its long-term goals. AI and big data analytics will contribute to increased operational efficiency and improved customer satisfaction. Cloud computing will reduce IT overhead costs and provide flexibility in scaling operations, essential for our joint venture with Peraltada and the acquisition of P.T. Tracy, LLC in Vancouver. Mobility solutions will enhance workforce productivity, and VR and AR technologies will enable an innovative approach to product design and employee training.

II. Creating a Culture of Innovation in the IT Organization

Creating a culture of innovation within the IT department is essential to implementing these technologies. It is crucial to hire, train, and develop a team that thrives on creativity and forward-thinking strategies.

A. IT Staffing and Training

1. Hiring the Right Talent: As we implement new technologies, it is necessary to assess our current IT staff's skills. To foster innovation, we must reinforce the team with individuals who possess expertise in AI, data analytics, cloud computing, and mobile solutions. This might involve recruiting professionals who actively engage in industry-specific innovation and are familiar with the latest technologies (O'Reilly & Tushman, 2013).
2. Continuous Training: The success of our innovative strategies relies heavily on our staff's ability to adapt and learn. We must ensure that ongoing training programs are established to upskill current employees in emerging technologies relevant to our industry. A training budget should be allocated toward certifications and courses covering AI, data analytics, and cloud solutions to keep our team at the forefront of technological advancements (Kelley & Littman, 2001).

B. Research and Development (R&D)

R&D is critical for laying the groundwork for a culture of innovation. Although traditionally seen as product development, R&D should focus on exploring new, forward-thinking IT strategies that align with Reynolds' longer-term vision of becoming a market leader in engineering solutions.
1. Establish Innovation Labs: By creating an IT R&D lab, we can test emerging technologies in a controlled environment, allowing for experimentation without disrupting current operations (Chesbrough, 2003). The lab will serve as a space for brainstorming, prototyping, and validating innovative ideas.
2. Encouraging Cross-Functional Collaborations: Fostering collaborations between IT and other departments—such as engineering and production—will enhance innovation across the organization. This cross-pollination of ideas can lead to novel solutions that address both technical and operational challenges (Brown & Katz, 2011).

Conclusion

In conclusion, Reynolds Tool & Die stands at a pivotal moment in its journey towards becoming an innovative leader in engineering solutions. By investing in AI, big data, cloud computing, mobility, and immersive technologies, the company can enhance operational efficiencies and better serve its customers. Moreover, fostering a culture of innovation within the IT department through strategic hiring, continuous training, and R&D will further enable the successful implementation of these technologies. With a solid long-range IT plan, Reynolds will position itself for sustainable growth and industry leadership.
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References

Brown, T., & Katz, B. (2011). Change by Design: How Design Thinking Creates New Alternatives for Business and Society. HarperBusiness.
Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business Press.
Chui, M., Manyika, J., & Malthouse, J. (2016). Where machines could replace humans—and where they can’t (yet). McKinsey Quarterly.
Davenport, T. H. (2014). Analytics at Work: Smarter Decisions, Better Results. Harvard Business Press.
Davis, R., Kauffman, L., & Hupp, J. (2021). Virtual Reality in the Service of Engineering: New Perspectives on Designing the Future. Journal of Business Research.
Feldman, S. J., & Litan, R. E. (2013). The Cloud Revolution: How the Convergence of New Technologies is Bringing about a New Age of Innovation. Brookings Institution Press.
IBM. (2020). How Industry Leaders Use Virtual and Augmented Reality for Collaboration. IBM Institute for Business Value.
Kelley, T., & Littman, J. (2001). The Ten Faces of Innovation: Strategies for Heightening Creativity and Drenching Your Team in New Ideas. Crown Business.
O'Reilly, C. A., & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present, and Future. The Academy of Management Perspectives.
Sharma, R. (2016). Exploring Mobile-Device Management Solutions for Businesses. Journal of Business Communication.
Wright, P. (2022). The Future of Predictive Maintenance: How AI Is Changing the Landscape. Emerging Technologies in Manufacturing.