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AllDrinksSoft (ADS), a US-based manufacturer and distributor of non-alcoholic beverages, began its journey into Business Analytics (BA) by developing two performance dashboards: one for its branches and one for its sales staff. By recounting the development and implementation of these two applications, and considering how improvements to them might be prioritized, this case explores ADS's journey into BA. In so doing, it highlights questions about the meaning of BA, the various ways in which analytics solutions can be designed and implemented, what the stages of BA maturity look like and how organizations might progress along this maturity trajectory.

In 2012, the Chief Information Officer (CIO) of Worthington Health-Care System (WHCS), a St. Louis company with 27 health-care facilities, is considering how to improve IT project governance. Over the previous 7 years, three approaches to developing project oversight had been attempted, including a Project Management Office, a project Portfolio Management application (PlanView), and more recently, an incremental approach to process improvement, which was meeting with increasing resistance. The CIO's challenge is to find an effective solution to IT project work and oversight at WHCS. This teaching case was prepared to support a Business Process Consulting course, but it may also be suitable in an IT Management, IS Project Management, Business Process Improvement and IT-Enabled Change, and Accounting Information Systems class.

Process and information technology changes in organizations are not always voluntary and motivated by strategic goals. Instead, they may be imposed on organizations by regulatory bodies and certifying agencies. This teaching case focuses on one company's multi-year journey of making process and information technology changes so as to comply with a new set of regulations known as the Sarbanes-Oxley Act (SOX). Even though SOX compliance work focuses on designing, implementing, and testing internal controls, these controls are nothing but activities designed to ensure that processes implicated in the production of financial information are completed correctly and that the financial representations they generate are reliable. Thus, despite its emphasis on internal controls, accounting and auditing, this teaching case provides students with insights into compliance-related process improvement and system integration in general.

Celanese, a global leader in the chemical industry, had spent a number of years implementing a single instance ERP solution and integrating the divisional IT functions into a shared services model. Around 2007, after years of application and IT service growth, many in Celanese IT believed that their internal operations were in desperate need of tighter coordination and process discipline. They looked to Information Technology Infrastructure Library (ITIL) to guide their process integration effort. This case describes the first three years of the IT organization's journey with the ITIL process framework.