8.3. Commitment by top management
HuckÕs CEO issued a directive that the com- pany would move toward a single information system for all current and future sites. This was strongly supported by top management. However, during the implementation, a realignment of the executive staff somewhat affected the continuity of executive support. But more significantly, the closing of two sites, the acquisition of ten new sites, and unprecedented record sales so distracted top management that appropriate executive level support was somewhat sporadic and certainly less visible than might have been desired. For example, the initial implementation site was designated to absorb one of the two consolidation closings. And, during the critical implementation ‘‘go-live’’ weekend, some of the implementation team members were also required to participate in the physical reorganization of the manufacturing plant to facilitate the relocation of an additional 100 workers and machines displaced by the con solidation. This was a dual disaster waiting to happen. Only the extraordinary dedication, effort, and ability of the implementation team prevented a significant failure in both initiatives.