Westjet airlines case study

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POST 1:

Hello Class,

Smith first performed benchmarking with outside IT experts for a comparative analysis “With similar sized companies in the transportation industry” (Munro, 2013, p.5). I feel that this was a great first step to gaining an unbiased industry expert analysis, in regards to the company’s wellness, structure, finance, and IT systems in place. Smith’s ultimate findings demonstrated that, “WestJet’s IT was right on target in terms of total number employees and budget compared to the industry group” (Munro, 2013, p.5). However, Smith did realize that the employees primarily knew only the WestJet IT way, which she intended on changing. This will also be a great move to “Maintaining an organization-wide infrastructure, and adherence to industry best practices” (Munro, 2013, p.5). While the other designated IT professionals, “Concentrate on specific business areas” (Munro, 2013, p.5). This was done all in relation to the biggest upsetting figure, which was WestJet’s Operation’s and Procedure’s where, “Only about half were at industry standard” (Munro, 2013, p.5). As Smith described the situation at WestJet, “The business felt as though it threw requests for systems over a wall, and sometimes what they wanted came back and sometimes it didn’t” (Munro, 2013, p.5). These findings were crucial to Smith’s next moves because they demonstrated what direction the company was heading in as a whole, and clarified to Cheryl Smith that she needed, “To increase revenue by increasing system functionality, and give the business units the confidence in IT to expand WestJet even further, both regionally and internationally” (Munro, 2013, p.7).