Du Pont

Founded in Delaware in 1802 to manufacture gunpowder, E.I. Du Pont de Nemours and Business gradually branched into chemicals, which became its primary focus by the early twentieth century. In 1981, Du Pont acquired Conoco, which it operates like a subsidiary, in an work to improve its competitive position inside oil market. Creators of such synthetics as neoprene, nylon, Orlon and Dacron, Du Pont has recently undergone a radical restructuring in order to meet the requirements of foreign competition. Central to that restructuring was a essential analysis in the company's facts system management policies and practices. Several trouble areas had been identified. We will check these, and also the solutions undertaken by Du Pont, and those which is adopted during the future.

When Du Pont entered the global marketplace it was a traditional multinational corporation, using a corporate structure and strategy that supported that approach. A multinational structure is one where there is a pretty low degree of central control, including a pretty high degree of manage in between the foreign operators. Inside early days of globalization, these kinds of an technique was reasonable given the wide diversity of local needs and national interests, and, due to accessible IT, the inability with the company's facts system to integrate and control them closely.

To do this, the company decided to avoid large mainframe supercomputers, which would contribute to centralization and rigid control. Instead, it opted in your procedure of pretty low-tech computers distributed remotely through its new corporate structure, and networked into an integrated data-sharing system. Currently, eighty-five percent of Du Pont managers have either IBM or Hewlett-Packard PCs on their desks. The next logical step in this system would be the adoption of open system architecture to be able to take in advantage on the wide diversity of operating and communications systems about the world.

The fundamental trouble was that Du Pont's info management system had developed in response to pre-existing details technologies, distinct regulatory environments, and decentralized advertising and marketing and planning strategies. The company's details management program was therefore fragmented, had difficulty crossing national boundaries, lacked standardization and flexibility, and was not suited to help the company's new global strategy.

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