This thesis deals with the changes in the organizational structure of the IT department at Procter & Gamble over the past 9 years. During this time, the originally functionally and geographically scattered IT function, has been integrated into a centralized function and renamed to Information and Decision Solutions, to mark its shift in direction from a support function to a true strategic partner of the various PG businesses. This function was then further integrated in to the Global Business Service shared-service organization. The non-strategic services have been outsourced, mainly to Hewlett Packard, to allow GBS to focus on IT-driven innovation and bringing more value to the Company. To achieve this goal, GBS has undergone several changes in its structure, to emerge today as an organization with a "hypertext-bureaucracy" hybrid structure. This allows for a flexible, process-based approach, enabling to GBS address the biggest priorities as they arise. The changes have nevertheless brought about some difficulties, whose implications and ideas for mitigation are explored towards the end of this thesis.
| Identifer | oai:union.ndltd.org:nusl.cz/oai:invenio.nusl.cz:9073 |
| Date | January 2008 |
| Creators | Slota, Juraj |
| Contributors | Střížová, Vlasta, Toman, Pavel |
| Publisher | Vysoká škola ekonomická v Praze |
| Source Sets | Czech ETDs |
| Language | Slovak |
| Detected Language | English |
| Type | info:eu-repo/semantics/masterThesis |
| Rights | info:eu-repo/semantics/restrictedAccess |
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