Abstract
As we saw in Chap. 7, cloud computing is a rapidly emerging technology with potentially massive impacts. But organizations have been struggling for some time with how best to gain business value whilst addressing the new challenges of yet another disruptive technology. Whilst there is a growing body of research into cloud computing, there have been very few case studies that analyse the business benefits to organizations. This chapter aims to answer the call for research on business issues relating to cloud computing from both a cloud consumer and cloud provider perspective (Venters and Whitley 2012; Yang and Tate 2012), and research investigating business impact empirically (Hoberg et al. 2012). The research builds on extensive outsourcing research, answering the call for more detailed longitudinal case studies (Lacity et al. 2010, 2016).
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Appendix: Research Methodology
Appendix: Research Methodology
The complexity of the research question lent itself to a research methodology based on ‘Grounded Theory’ (Glaser and Strauss 1967) supported by ‘Intention Analysis’ (Sanders 1982) within ‘Case Studies’ (Galliers 1992; Platt 1988; Yin 1984). Interviews were structured to identify correlated change ‘in which change in the antecedent co-occurs with the change in the outcome’ (Kuhn 1991). There were elements of action research with one of the authors an active participant in events as well as carrying our research in the organizations.
All interviewees had considerable experience as IT professionals. The sample of interviewees reflected a cross section from both SCB and Oracle spanning management to operations in both organizations. Likewise the sample spanned business to technology. Most were interviewed multiple times. Initial interviews followed a formal interview protocol. Subsequent interviews drilled down on specific issues. Interviews were conducted during the period 2012–2014. Where possible, interviews were recorded, transcribed and returned to the interviewee for confirmation. Interviews were triangulated with public documents (Ralph and Murray 2003), internal client and supplier documents, and observation. Methodological rigour was supported by good access and triangulation (Dubé and Paré 2003)
Drafts of the case study were reviewed by key stakeholders to ensure accuracy. A smaller subset of key bank and Oracle stakeholders kindly reviewed research findings to verify practical relevance.
Interviewees: Detailed Roles and Responsibilities
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Standard Chartered Bank
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CIO Consumer bank. Executive sponsor for CRMOD.
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Head of Technology Solution Delivery. Senior technology manager responsible for SLA of CRMOD and especially focused on reliability as opposed to functionality.
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CIO Customer Experience, Consumer Banking. Responsible for CEMS design, implementation and operation.
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Customer Experience Technology Manager, Consumer Banking. Responsible for technical integration and operations of CEMS.
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Customer Experience Business Manager, Consumer Banking. Responsible for business case and value realization of initial selection and implementation.
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CEMS Technology Manager. Responsible for technical integration and enterprise architecture of all CRM related technology. Led team of technical problem solvers.
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Oracle
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Key account director for SCB. Responsible for overall relationship with SCB as well as new sales. Measured on meeting sales and customer satisfaction metrics.
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Oracle Global Client Advisor, Co-lead of the SCB account. Focused on driving large scale transformation programmes in the client.
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Senior Principal Technical Account Manager, Jointly funded by Oracle and SCB to assist with service requests and to support trouble resolution. Manages operational issue resolution between the SCB operational team and the Oracle operational and development team.
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Director, Software as a Service Hosting Operations. Responsible for architecting software solution and technical platform. Engineering role in resolution of functional and operational matters.
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Senior Vice President CRMOD Operations. Responsible for delivery of SaaS operations.
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Costello, G., Willcocks, L.P. (2018). Innovating Customer Relationship Management Cloud Services at Standard Chartered Bank. In: Willcocks, L., Oshri, I., Kotlarsky, J. (eds) Dynamic Innovation in Outsourcing. Technology, Work and Globalization. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-75352-2_8
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