Case Notes/Answers
Case Solutions for Creating a Process-Oriented
Enterprise at Pinnacle, West T.S. Raghu
Discussion Questions:
I have found that the following questions usually create an environment very conducive to classroom
discussions:
1. What challenges does Brown face in creating a process-oriented organization?
2. What are the requirements for creating a process-oriented culture in an organization? To what
extent does Pinnacle West address these requirements? Where is it lacking?
3. Should process transformation always occur in response to major events and/or failures? If not,
why do organizations seldom embark on major transformations when there is no “burning platform”?
4. How well do you think the grassroots strategy is working at Pinnacle West? Do you think it is
sustainable?
5. Is Brown’s hesitation in pushing the top-down agenda justified? Or should he be more aggressive in
pushing his agenda throughout the enterprise?
, 810E02
Teaching Note
CREATING A PROCESS-ORIENTED ENTERPRISE AT PINNACLE
WEST
CASE SUMMARY
Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest
subsidiary, APS, is a power utility that serves more than a million customers across Arizona. The case was
written at the time when one of the biggest recessions in recent history hit global and U.S. markets. Written
from the perspective of vice-president and chief information officer Denny Brown, the case chronicles the
various recent successful process change initiatives at Pinnacle West. Brown has achieved initial success in
instituting a process-oriented culture inside his own information technology (IT) services organization, and
in some specific business units within Pinnacle West. Brown now faces a significant crossroads in his
process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-
oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy.
Brown has to consider various issues in making this decision — resource availability, change management
competency, and buy-in from other top-level managers. Brown has to carefully weigh the various options
in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing
a process-oriented approach to managing at Pinnacle West.
TEACHING OBJECTIVES
I have written this case to be used in an introductory information systems course. I have also used this case
in a course on business process management. The teaching objectives of the case are:
1. Illustrate the enterprise-level challenges in driving and sustaining process excellence.
2. Show how catastrophic events can lead to major business process transformations.
3. Demonstrate an approach to build process change competency inside the IT organization.
Case Solutions for Creating a Process-Oriented
Enterprise at Pinnacle, West T.S. Raghu
Discussion Questions:
I have found that the following questions usually create an environment very conducive to classroom
discussions:
1. What challenges does Brown face in creating a process-oriented organization?
2. What are the requirements for creating a process-oriented culture in an organization? To what
extent does Pinnacle West address these requirements? Where is it lacking?
3. Should process transformation always occur in response to major events and/or failures? If not,
why do organizations seldom embark on major transformations when there is no “burning platform”?
4. How well do you think the grassroots strategy is working at Pinnacle West? Do you think it is
sustainable?
5. Is Brown’s hesitation in pushing the top-down agenda justified? Or should he be more aggressive in
pushing his agenda throughout the enterprise?
, 810E02
Teaching Note
CREATING A PROCESS-ORIENTED ENTERPRISE AT PINNACLE
WEST
CASE SUMMARY
Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest
subsidiary, APS, is a power utility that serves more than a million customers across Arizona. The case was
written at the time when one of the biggest recessions in recent history hit global and U.S. markets. Written
from the perspective of vice-president and chief information officer Denny Brown, the case chronicles the
various recent successful process change initiatives at Pinnacle West. Brown has achieved initial success in
instituting a process-oriented culture inside his own information technology (IT) services organization, and
in some specific business units within Pinnacle West. Brown now faces a significant crossroads in his
process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-
oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy.
Brown has to consider various issues in making this decision — resource availability, change management
competency, and buy-in from other top-level managers. Brown has to carefully weigh the various options
in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing
a process-oriented approach to managing at Pinnacle West.
TEACHING OBJECTIVES
I have written this case to be used in an introductory information systems course. I have also used this case
in a course on business process management. The teaching objectives of the case are:
1. Illustrate the enterprise-level challenges in driving and sustaining process excellence.
2. Show how catastrophic events can lead to major business process transformations.
3. Demonstrate an approach to build process change competency inside the IT organization.
