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Celanese Case Study Mind Map - Coggle Diagram
Celanese Case Study Mind Map
Core Problem / Challenge
Fragmented IT systems across global business units
Timeline / Background
Early 2000s: Celanese operates as multiple regional entities with separate IT systems
Key Stakeholders
Executive Leadership – driving transformation and strategic vision
IT Department – implementing and maintaining ERP system
Employees – adapting to new workflows and tools
Customers – expecting consistent service and improved reliability
Vendors/Suppliers – integrated into Celanese’s global supply chain
Causes / Contributing Factors
Regional autonomy created inconsistent processes
Lack of collaboration between IT and business leadership
Underinvestment in integration and training
Cultural resistance to large-scale organizational change
Impact on the Organization
Data inconsistencies and reporting delays
Higher operational and maintenance costs
Limited visibility across global operations
Missed opportunities for cost-saving and efficiency
Employee frustration and low morale
Possible Solutions
Maintain current systems and improve communication (short-term fix)
Outsource IT functions to reduce costs (risky, less control)
Consolidate under a single global ERP platform (SAP)
Create cross-functional teams to align IT and business strategy
Develop strong training and change management programs
Recommended Solution
Implement one unified global ERP system (SAP)
Standardize all global business processes
Strengthen IT governance structure
Roll out transformation in phases to manage complexity
Establish a change management plan to ensure adoption
Risk Factors
Employee resistance to new technology
Insufficient training or support post-launch
Budget overruns during implementation
Integration difficulties with legacy systems
Expected Outcomes
Enhanced operational efficiency and agility
Unified global data and analytics
Stronger alignment between IT and business objectives
Improved customer satisfaction and supplier coordination
Long-term cost savings and sustainability
Lack of standardized business processes
Poor communication between IT and management
Inefficiencies causing high operational costs
Employee resistance to digital transformation
2004–2006: Leadership launches a global transformation initiative
Mid-2000s: Decision to implement a unified SAP ERP system
Implementation Phase: Gradual rollout by region to reduce risk
Post-Implementation: Focus on process alignment and change management
Pros and Cons
Pros
Pros:
Improved data accuracy and reporting
Global efficiency and cost reduction
Better collaboration between departments
Faster decision-making with real-time insights
Cons
High implementation cost
Complex migration and training needs
Resistance from staff accustomed to old systems
Potential downtime during transition