Software Technologies Limited (STL)

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dc.contributor.author Macharia, Jimmy K.N.
dc.date.accessioned 2017-03-09T05:31:22Z
dc.date.available 2017-03-09T05:31:22Z
dc.date.issued 2007
dc.identifier.uri http://erepo.usiu.ac.ke/11732/3149
dc.description.abstract Jyoti Mukherejee, CEO of Software Technologies Limited (STL), listened to the message on her voicemail and wondered what course of action she should take. She was quite pleased with how STL had performed since 1991 when it was founded, and has for the last nine years been the CEO of the company. Forth quarter 1999 results indicated that the company was well on the way to achieving, for the first time in almost a decade, all three of its long-term financial goals of 20% EPS growth, return on equity, and an “A” Rated balance sheet. The company had not only withstood an aggressive sales drive and appointment of new vendors in Nairobi by its principal, Oracle International Corporation, but also launched its own e-Horizon suite of Software product to compete with others in the market like Oracle systems. To neutralize the effect of appointment of new vendors by Oracle, the STL board had in December 1998 made a key decision, that the eHorizon suite of products be developed to a full Enterprise Resource Planning (ERP) system. However, despite the use of their own software process improvement (SPI) model, the “STL Way” in the earlier developments of eHorizon, the error rate counter in their software development process as well as in other business processes including training, personnel and finance was at unacceptable level. Consequently the CEO and the board had decided to drop STL Way process improvement approach and implement a more proven model. en_US
dc.publisher United States International University - Africa en_US
dc.subject Software Technologies Limited en_US
dc.title Software Technologies Limited (STL) en_US
dc.type Working Paper en_US

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