Midsouth Chamber of Commerce (MSCC) made to assist businesses within the Midsouth region. Through the late 1980s, MSCC became the best influential professional assistance group within the area, with Jack Wallinford on board. Their ongoing use of computer technology became the backbone of their organization. This case study outlines what MSCC had been through when they developed a new method to handle their tasks.
MSCC had several issues with computers that were not unified or nor documented, with little provision and maintenance in time, and the systems were not compatible. Leon Lassiter had ideas of unified systems that can help advance business in its full function. They appointed a computer programmer (Simon Kovecki), and started looking at software packages for the company.
While Lassiter was not in command of migration of the system, they appointed Jeff Hedges in charge of procedures. Lassister pressure the business to buy a new system from the organization called UNITRAK. There were employees concerned regarding the operation because they were others not involved in planning.
The person in appointed of the system, was not in the situation to lead the system migration
• Issues: Hedges was too occupied to build the new system, and Kovecki was disappointed because he didn’t get appointed to build the system, so he wasn’t interested.
• Solution: Someone knowledgeable in IT department must offer support in this computer operations and consult all the people involved in an group before executing a new system
• Issues: The new system was based on isolated databases
a vision of an integrated computer system that could further help the organization in its core business (marketing, handling conferences and seminars, pushing the Legislature for new laws). They started with hiring a full‐time computer programmer (Simon Kovecki), and started looking at software packages for the organization. While Lassiter was not in charge of computer operations (Jeff Hedges was put in charge of computer operations), Lassiter pushed the organization to purchase a new system from a company called UNITRAK. It seemed like Lassiter was the “champion” behind the software, there was little or no support from the people who were in charge. Employees where concerned that they were not consulted, and Kovecki (who was frustrated because he didn't get the promotion to be head of computer operations) raised concerns regarding the fact that employees had access to all of the data. Hedges (in charge of computer operations, but was mainly busy with other aspects of the organization) had no computer expertise, and never followed up on the status of the systempurchase/use.