Tag Archives: Corporate Resources

Case Study on Cano Petroleum Inc

Kaseya has empowered IT operations to run more smoothly. Tasks that took hours or days before now just take moments. That results in fewer interruptions to the business; allowing thecompany to focus on business objectives rather that a “tech”taking up their workday installing patches and upgrades.
– Jon Morgan, Manager of Information Technology, Cano Petroleum.

As a publicly traded oil and gas company, Cano Petroleum, Inc. must comply with the Sarbanes-Oxley Act of 2002, reliably accounting for all revenue streams and corporate expenditures in an effort to ensure transparency throughout the accounting process. The company uses innovative technology to extract additional oil and gas from mature fields throughout Texas, New Mexico and Oklahoma, necessitating the need to centralize compliance efforts through its headquarters in Ft.Worth.

For the IT department, ensuring SOX compliance means being able to account for all IT assets, making sure systems are maintained regularly and consistently, protected from malicious security threats like spyware and viruses, backed up properly and can be recovered easily in case of data loss. Cano also has to ensure that help desk issues are dealt with accordingly, corporate resources are not being used for personal use (within reason) and the company is in compliance with the software licensing agreements it has in place with vendors. Read more on Cano Petroleum Inc

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A Study on Applications and Limitations of Complexity Theory in Organization Theory and Strategy

A Study about Applications and Limitations of Complexity Theory in Organization Theory and Strategy

Introduction: Strategy concerns itself with the development and deployment of corporate resources in such a way as to compete more effectively in a particular industry. Despite the importance of strategy in the business literature, there is a paucity of understanding and consensus around foundational issues in the discipline. What exactly is the nature of those intangible competencies, capabilities, resources, and assets that enable one firm to succeed while an- other stumbles? What makes a particular competency difficult to duplicate or acquire?

Must a firm’s strategy fit the environment, or can a firm successfully shape its environment to suit its existing capabilities? The answers are elusive because strategy deals with high- level abstractions concerning very complex systems. Business success and failure are out- comes of complex interactions between an organization and its changing environment, without simple cause and effect relationships; indeed, any patterns that we may discern ay well prove ephemeral. Keep reading…