Chrysler’s IS Strategy
In 1980, with $2.8 billion in debt, Chrysler seemed headed for bankruptcy.
It’s new management team headed by Lee Iacocca instituted an aggressive policy to bring its computer-based systems under management control.
Chrysler did not have the money to invest in several high-technology paths at once.
It adopted the “rifle” approach to to systems: build what is absolutely essential, and produce what could produce the biggest returns.
Chrysler worked on building “common systems” -- systems that would work in 6000 dealer showrooms, 25 zone offices, 22 parts depots, and all of its manufacturing plants