EXXON MOBIL

Exxon Mobil

Outline

OUTLINE1

DRAFT2

OVERVIEW6

CURRENT TECHNOLOGY ASSESSMENT6

VALUE CHAIN ANALYSIS9

SOCIAL CONTRACT11

GLOBAL ISSUES13

MANAGING CHANGE14

CONCLUSION15

Exxon Mobil

Draft

Advances in technology, is making it easier for companies to compete in the global market. One such trend is the creation and use of Enterprise, Resource, and Planning systems, known as ERP. Unlike legacy systems that focused on limited areas of an organization's information systems, ERP systems provide a complete suite of software products to operate an entire organization. ExxonMobil Chemical is in the process of implementing an ERP system known as SAP, code name Global Enterprise Management System (GEMS). This paper presents the organizational technology plan for the company, focusing on how GEMS is assisting the company in meeting its objectives. The plan covers a current technology assessment, value chain analysis, social contract, Global issues, and managing change, with a summary.

To trace the history of Exxon-Mobil Oil Corporation, we first need to go back to the formation of Standard Oil Company. John D. Rockefeller incorporated this company with Henry Flagler in 1870, and until it was broken up Standard oil was the largest, most profitable business in the world. However, in 1911, Standard Oil was forced to break up into 34 separate, unrelated companies by the Supreme Court.

Mobil Chemical Company was not formed until 1960 from Socony-Vacuum Corporation, which was made up of two separate companies in the first half of the 20th century. In 1976, Mobil Oil Corporation became the official name for Socony-Vacuum Corporation. From there Mobil went on to be the most influential Oil company in the entire world, along with Exxon.In 1984, Exxon Oil company topped the $100 billion mark for revenues for the first time. Exxon went on expanding until The Valdez Oil spill in 1989 off the small port city of Valdez, Alaska. Finally, in 1999, Exxon and Mobil joined to form Exxon Mobil corporation. The merger shaved off approximately $4.6 billion every year in costs.

The merging of these two companies combined not only two enormous oil companies, but two entirely separate corporate cultures as well. Exxon had always been much stronger in finance and engineering than Mobil, and Mobil had always been, historically, a marketing giant and one of the best deal-cutting businesses of the late 20th century. Exxon was by far the more rigid of the two corporate cultures, being led by Lee Raymond to this point. Lucio A. Noto, the head of Mobil, was known for his charm and energy more than anything else, became the figurehead for the much more relaxed culture of Mobil.

In general, the Mobil executives were serving under the Exxon executives, indicating the direction of the future company. The general personality of Exxon was stringer throughout the new ExxonMobil than that of Mobil, and this was not helped by the fact that Noto, the charismatic leader of Mobil, retired 2001. This was after the board of directors of ExxonMobil asked Raymond to keep leading ExxonMobil.

In 2004, the merger was officially considered a success by the company itself. Overall there were savings of ...