Contribuições do time local de TI na construção do Portfólio Global de Sistemas de Informação após spin-off empresarial: um estudo de caso
Carregando...
Arquivos
Data
2023-04-04
Autores
Orientador(res)
Larieira, Cláudio Luís Carvalho
Métricas
Título da Revista
ISSN da Revista
Título de Volume
Resumo
Many corporations have chosen to carry out spin-off processes as an opportunity for strategic reorientation more focused on their different business verticals, resulting in new organizations with more concise corporate structures that provide better economic performance and enable faster and more aligned responses to market demands. The process of separation as a result from spin-off affects all the operational functions of the company, but it is particularly critical in relation to the IT activities, mainly for the business unit spun off from the main organization, which needs to build its new Portfolio of Systems Information (IS) adherent to the strategy of its market vertical. In multinational companies, the implementation of IS Portfolios is commonly treated as a global project and carried out by central unit (headquarters) IT teams, which in this case have the great challenge of supporting business competitiveness in all corporate units increased by the difficulties typical of spin-off processes, such as cost restrictions, adjusted schedules, reduction of people due to the separation, expectations of shareholders, among others. An effective participation of the local units IT teams, with resources already available in the organization and a knowledge of the needs and specificities of the market, is an alternative to support the central teams to face these obstacles. From a single case study in a traditional multinational company, it was possible to identify how the IT team of a local unit can collaborate effectively in the IS Portfolio construction project after the implementation of the spin-off process in the organization. Based on the analysis of interviews carried out with managers and cell leaders of the local IT who were directly involved in the activities that supported the project, it was possible to empirically prove these contributions reducing resources and knowledge gaps and supporting local business areas through the experience gained in the processes and the previously existing relationship and trust, thus playing a fundamental role in achieving the expected corporate goals with the spin-off implementation.