Computer Based Decision Systems in Xerox Corporate Planning

Abstract

The whole concept of modelling has caught on aided immeasurably by the considerable progress in computer technology. Mini-computers, timesharing systems, remote terminals, and graphical displays have placed computer power directly into the hands of the decision maker. This paper presents a corporate decision-aiding system, a family of timeshared models, developed for Xerox of Canada Limited (XCL) in an effort to link the functional areas for communication, planning, and control purposes. Using the approaches of statistical forecasting, heuristics, and simulation, the XCL Decision System assists and guides management all the way from deriving product demand forecasts to simulating the day-to-day operations of the firm to formulating divisional financial statements to preparing corporate operating and medium-range plans. Developed in a short time span and at low cost, the system is used extensively in Canada and has been adopted, in part, by U.S. corporate and regional offices.

Interactive computing and the manager-machine interface

“…Copying under a new title and deleting the unwanted data is the technique employed. This successful interactive system and the few others reported in the literature (Harper, 1973;Seaberg, 1973) indicate that manager-machine interaction"makes sense" and does work for some organizations. Better, more user-oriented software would accelerate PDS development in other organizations.…”

A Review On Evaluation And Benefits Of Decision Support Systems

“…Another classic example of a model-driven DSS is described in Seaberg & Seaberg (1973). Their system consists of a family of models used for planning and control at Xerox of Canada.…”

Information Systems Implementation Success

“…Even when IS technologies are applied to achieve objectives that are not directly related to an organization's strategies and goals (Lucas & Turner, 1982), implementation success is enhanced if applications benefit the organization (Garity, 1963;McFarlan, 1971;Nolan, 1972;Nolan & Knutsen 1974;Schaffer, 1974;Soden & Tucker, 1976;Zani, 1970), conform to organizational goals (Murdick, 1977;Schwartz, 1969;Shiler, 1971;Soden, 1975), and are congruent with the maturity of the organization (Hammond, 1974;Hayes & Nolan, 1974;McLean & Soden, 1977;Seaberg & Seaberg, 1973). This can only be achieved if information strategies are derived from overall corporate strategies (Ein Dor & Segev, 1978;King, 1978;McLean & Soden, 1977).…”