IT MANAGEMENT 6
Companiesare more concerned about maximizing profits with little regards tothe customer care and public welfare. Hydro-Quebec Company deals withelectricity distribution after transmitting it from the productionsource. The company dreams of becoming the world leader in energytransmission and therefore it regularly conducts innovativeresearchesfor its efficiency (Informationand Privacy Commissioner, 2007). Recently, the company has adopted a modern information technologychange aimed at boosting its effectivenessin influencing the life of the pubic in a positive way and improvingits relations withcustomersit serves in a bid to achieve its dream as the world leader in energytransmission. The discussion will examine the factors that affectchanges in information technology managements in Hydro-Quebec, thesuggested changes and for what reasons changes should berecommended.
Internaland external factors that influence Hydro-Quebec changesin the Information TechnologyManagement
Examiningthe trend and the development of the Hydro-Quebec company from the1960sto date, one can clearly see the huge technological changes that haveoccurred in the enterprise.As experts such as Vital Roy and Carmen Bernier agree, severalfactors have forced these technologicalchanges, (Dube,Bernier & Roy, 2007).They also agree that some of these factors are internal while othersare external. Some of the internal factors that influence theinformation technology system change in the company are things suchas employees, the structure and the culture of the businessand the management of the enterprise. The company management believes that improving the businessefficiency is critical and therefore, they need to devise a new wayof integrating the new systems.
Forinstance, the deliberations and discussion among business units andthe information technology divisions at the Hydro-Quebec companyinfluenced the changes in the IT management. Such discussions anddeliberations marked the basis for transformations in the managementof IT by establishing thefoundation of modern informationtechnology strategy. Internal restructuring process that saw theseparation of the business and technologyunits and called for specific roles and responsibilities is anotherfactor. The company management believed that dividing the companyinto certain divisions with specific responsibilities was necessaryand such sectors will bemanagedby professional executive members of the enterprisefor effective decision making. Separation of duties andresponsibilities would allow effective changes in IT management asemployees would specialize based on their area of expertise.
Someof the external factors that influence the reinvention of theinformation technology management model at the company include the1900 technology trend emergency in the technology and business worldthat attempted to enhance control returns on the informationtechnology invested capital. Thiswasa key external contributor in the change of IT management inHydro-Quebec Company as it influenced the organization of IT invarious companies, in many industrial sectors. Following the new ITtrend, the Hydro-Quebec company had no choice but to reinvent itsinformation technology management system as a way of adapting to thenew changes in the electricity production environment. In the 1990sstill the company also experienced a huge change in IT like internetand technology thrush where the new information technology businesseswere dominating the electricity generation industry by making hugegains with new innovative designs. Consequently, the Hydro-QuebecCompany had to restructure its business processes and needs to alignwith the new changing trend. As the technology was advancing, thecustomer expectations were also advancing and this triggered thetechnological changes in the company for it toserve rising consumer wants and needs better.
Another external factor that forced the transformations in themanagement of the information technology is the company’srelationship with its customers. The company business environment wasmarked by various fundamental changes therefore the need to have anefficient customer relation necessitated the changes. The companychanged its customer relation in the year 2000 by launching andestablishing a shared services center (Dube,Bernier & Roy, 2007).
Thechange in the information management was both a huge primary changeand professional challenge for hydro-Quebec Company,(Pederson, 2000).Consequently, anumber ofemployees were shifted to the company’s HQD for the softwaredevelopment. Therefore, to prevent future challenges, I will stillrecommend some changes for the company. Since the company has largecustomer base, the company needs to train all its employees on thenew IT models, systems, processes and tools to enhance their customerservice experience and skills for effective production and customerservice.
Hydro-QuebecCompany has long lasting history and culture of innovationtherefore, it needs to continue doing its regularly innovativeresearches in the information technology sector to get relevantinformation concerning the changing consumer needs, wants andpreference. Regular research will give the company some informationconcerning the latest technologies in the market and theirimportance, thus the company will be able to maintain its competitiveadvantage in the technologically sophisticated business landscape(Kidder& Kidder, 2007).Modernizing and transforming all the company’s processes of doingbusiness as well as marketing processes will allow the company toalign itself with the recognized and current utility best practicessupported by the new technologies.
Inconclusion therefore, these changes are crucial as they will help thecompany to maintain its competitive advantage and enhance itscustomer service experience while maximizing its profits as the worldleader in energy production and distribution in Canada.
DubeL., Bernier C., & Roy, V. (2007). Information resource managementat Hydro-Quebec. International Journal of Case Studies inManagement.5(2): September.5
Informationand Privacy Commissioner/Ontario. (2011). Operationalizingprivacy by design: The Ontario smart grid case study.Toronto, Ont: Information and Privacy Commissioner of Ontario.
Kidder,Peabody & Co., & Kidder, Peabody & Co.(2007). Hydro-Québec:Company analysis. New York: Kidder, Peabody.
Pederson,J. P. (2000). Internationaldirectory of company histories: Volume 32.Detroit, Mich: St. James Press.