Many companies have large stores of customer data that can be tapped for valuable insights via analytics. At the same time, cybersecurity tactics used to protect personal information within that data can render it less useful for analysis. Data science practices will increasingly require that teams collaborate with IT on each use case to identify which techniques will maximize data privacy while still exposing useful information in the data set for analysis.

Data accessibility has emerged as a challenge in taking AI out of the lab and into the business. Although it is often treated as an IT problem, in reality it is a management problem aggravated by misconceptions about the nature and the role of data accessibility in AI.

This case recounts the implementation of a customer relationship management (CRM) system in what is considered a non-traditional use case for this category of enterprise system. In the early 2010s, HEC Montréal, a leading Canadian business school in Montreal, Quebec, had to devise new strategies to respond to profound changes taking place in the labour market as well as within the higher education sector. To that end, the school embarked on a project to implement a CRM system to build and maintain strong bonds with its prospective, current, and past students. This three-part case study covers (1) the inception of the CRM project as one of strategic relevance to HEC Montréal, (2) the decisions that had to be made with regard to the implementation strategy - namely whether to adopt a plan-driven or an agile approach and whether to deploy the CRM on-premises or through a software-as-a-service (SaaS) provider - and (3) the unfolding of the first phases of the implementation.

This case recounts the implementation of a customer relationship management (CRM) system in what is considered a non-traditional use case for this category of enterprise system. In the early 2010s, HEC Montréal, a leading Canadian business school in Montreal, Quebec, had to devise new strategies to respond to profound changes taking place in the labour market as well as within the higher education sector. To that end, the school embarked on a project to implement a CRM system to build and maintain strong bonds with its prospective, current, and past students. This three-part case study covers (1) the inception of the CRM project as one of strategic relevance to HEC Montréal, (2) the decisions that had to be made with regard to the implementation strategy - namely whether to adopt a plan-driven or an agile approach and whether to deploy the CRM on-premises or through a software-as-a-service (SaaS) provider - and (3) the unfolding of the first phases of the implementation.

This case recounts the implementation of a customer relationship management (CRM) system in what is considered a non-traditional use case for this category of enterprise system. In the early 2010s, HEC Montréal, a leading Canadian business school in Montreal, Quebec, had to devise new strategies to respond to profound changes taking place in the labour market as well as within the higher education sector. To that end, the school embarked on a project to implement a CRM system to build and maintain strong bonds with its prospective, current, and past students. This three-part case study covers (1) the inception of the CRM project as one of strategic relevance to HEC Montréal, (2) the decisions that had to be made with regard to the implementation strategy - namely whether to adopt a plan-driven or an agile approach and whether to deploy the CRM on-premises or through a software-as-a-service (SaaS) provider - and (3) the unfolding of the first phases of the implementation.

This case describes the evolution of a software development firm's infrastructure supporting the development, delivery, and operation of applications over two decades. The firm in question is C3 Solutions (C3), a small Canadian software development firm active in a niche market within the transportation and logistics industry. Focusing on the transformation of C3's business model, the case provides before and after pictures of the infrastructures in place and illustrates the evolution of infrastructures in software development firms. C3's success was originally based on the development and sale of on-premises software. Due to pressures originating from within the company and its environment, this business model became difficult to sustain, and the organization's survival was threatened. In response, C3 carried out a profound transformation of its business model, becoming a provider of software-as-a-service (SaaS). To achieve this transformation, the company had to modify its information technology (IT) infrastructure.