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ITIL at Celanese - Coggle Diagram
ITIL at Celanese
Relevant Facts
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The Celanese company struggled in 2008 to complete in-house IT projects, but succeed massively with external projects for their customers.
Supports 7,000 PC users with a staff of 300 workers. The users they support range from Dallas, Germany, Mexico City, and Shanghai.
The IT company really struggles to get projects done quickly and accurately. It took them 5 years to complete a PC standardization project.
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Celanese didn't follow HP's recommendations to the letter in regards to the ITIL initiative because they we not a highly disciplined organization.
There were five ITIL initiatives the Advisory Board committed for 2009. Those initiatives were: Change control, Service transition, Service-Level Management, Process Ownership, and Problem management.
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Possible Solutions
Another issue that we found while reading through the case study is the lack of creativity with Celanese as time progresses. In the case study, it specifically states how there has been a lack of creativity in recent times.
One way that Celanese can combat the issue of lack of creativity is by trying to find solution specific ideas for each company. It is nearly impossible to have an exact issue for different companies. There are of course going to be similar issues, but no two companies work the same, so having creative responses would make for a better customer experience.
The last major issue that we found as a team was there was not a formal service-level management team. This goes for any company, but in our case Celanese. If there is no or lack of service-level management then the business values of the company will slowly fall with it.
To solve the lack of service-level management we need to have more discipline as a company. The underlying fact is if your company is not meeting the standards that we originally set then the management team has gone soft or has strayed away from the original form. The best way to return to the original form is to start setting the standards back to what they originally were when Celanese was created. This would mean having great customer service skills, getting jobs done in an efficient manner, and being cost effective to save the declining budget.
The first solution that could solve a lot of the major issues at Celanese is create a more structured communication system. One of the major issues that we found was the lack of communication between the employees, the customer, and the management team. So if there was a better communication system then it would ultimately work better overall.
A way that Celanese could solve the poor communication issue is by hosting daily meetings with each team. In these meetings they could discuss things like what is holding them back, or what is going well currently.
The reason support for ITIL is inconsistent is because senior sponsorship is required, however, to the Application Supply Manager, it seems as though the CIO doesn't fully understand certain things about ITIL. To resolve this, there should be a meeting held with the CIO and all managers to discuss the ITIL initiative and alike topics. This could also serve to solve a handful of smaller problems as well.