In 2001 Accenture required the bold step of separating from the parent, Arthur Andersen. The brand new firm that emerged were built with a vibrant future ahead, but it also faced the task of creating a brand new IT infrastructure that may support a worldwide organization that consults on leading-edge technology. Accenture's CIO at that time, Erectile dysfunction Schreck, understood that being a master of your trade wasn't always easy. Frank Modruson, Schreck's successor and also the person accountable for transporting forward the IT transformation challenge from 2002 on, had ambitious plans for that new technology infrastructure which was to exchange Arthur Andersen's legacy systems. Difficult choices needed to be produced. If the firm continue a decentralized method of controlling technology platforms, by which each country selects its very own IT platforms and it has autonomy to operate them? Or if the firm have a mixed approach, where the same standard programs would run through the enterprise but could be handled individually by individual offices? Or should Accenture espouse a "one-firm" approach and strongly aim for a centralized implementation of their most important systems, with all of its offices interconnected on a single "instance" of the software platform? In addition, if the firm retain its traditional conception of IT as cost center, or should it migrate to some plan that recognizes IT like a service provision center that creates measurable value for that organization? These questions and many more drove Accenture's CIO team to attempt probably the most amazing IT changes inside a global organization recently.
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