CASE 71 Breaking Down Silos to Build Collaborative Systems Lauren Hajjar Jody Hoffer Gittell Ninna Meier
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Lauren Hajjar, Jody Hoffer Gittell, and Ninna Meier, CASE 71 Breaking Down Silos to Build Collaborative Systems, Business Case Studies 2021 (Washington, DC: MIT Sloan School of Management, 2021), Case No. 71. Lauren Hajjar is a Professor of Operations and Information Systems at the MIT Sloan School of Management, Jody Hoffer Gittell is the Director of the MIT-Rensselaer Partners
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I have always been fascinated by how people function best when they are working together towards a common goal. Case 71 was the first project I worked on during my MBA program. Case 71 was an initiative to break down silos in the software development process to build collaborative systems. The initiative was designed to support the needs of the IT team working on improving the quality of products delivered by their client. Case 71 was a big initiative and it was going to be a huge project. However, it was not just about the project’s
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I wrote: “CASE 71 Breaking Down Silos to Build Collaborative Systems” in 2016. In 2016, we (an international team of business analysts, technical project managers, software engineers, and designers) began working on a project (a project in a business that has the following objectives: objective 1: increase customer retention and loyalty by 20% within six months of project’s completion. objective 2: minimize product discontinuation by 50%
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CASE 71, Breaking Down Silos to Build Collaborative Systems, involves establishing a cross-functional team to work on a shared project, such as implementing a new software application. However, the silos present in the software development process (software development vs. User experience vs. IT) can create bottlenecks and communication difficulties. In this case study, Lauren Hajjar, Jody Hoffer, and Ninna Meier describe the challenges they encountered in a cross-functional team building process to implement a user experience design for a new application
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Case 71 — Breaking Down Silos to Build Collaborative Systems I was one of six members of the team that designed the new campus for a school district in the heart of Silicon Valley. see this site The district wanted a central location to serve more than 60,000 students, which meant the district would need to move administrative services, which currently resided in multiple locations, into a centralized building on campus. Our team included engineers, architects, and designers. At a glance, these three design elements should be a natural fit
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In today’s rapidly changing business environment, it’s crucial for organizations to become more collaborative, flexible, and innovative. But silos can hinder such initiatives. This case study looks at a company that overcame silos and succeeded in delivering a groundbreaking project. Company: XYZ Inc. Background: XYZ Inc. Is a large technology firm that produces cutting-edge products for high-end clients. The company’s vision is to revolutionize the technology industry and deliver innovative solutions that address client needs.
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CASE 71 Breaking Down Silos to Build Collaborative Systems Lesson Plan (In 4 Chapters): This chapter introduces the context and background of the case study. It emphasizes the need for a collaborative work environment in a complex, multifaceted business environment. Section 1: Context and Background The case study is set in a highly complex, multifaceted business environment. It involves a company with more than 1,000 employees and more than 30 distinct business units. These business
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I spent the last year on CASE 71 at my firm, and it was absolutely transformative. We wanted to build a more collaborative, systematic approach to customer service, and in just six months, we accomplished more than we ever could have imagined. Our goal was to streamline our processes and increase the speed of customer interaction. Our customer service team was notoriously siloed, with many different departments doing completely different tasks. One team handled billing and collections, another handled product support, and yet another dealt with returns. Even worse, we couldn’