Cirque Du Soleil Essay Example for Free

Cirque Du Soleil Essay Danielle Savoie cant fold herself into a pretzel or spin around on her head. But she walks a tightrope every day managing the information systems that make it possible for the Cirque du Soleil to entertain more people each year than the Yankees and Red Sox combined. The circus, which features astonishing acrobatics and Broadway-caliber music and dance productions, started out as a novelty in 1984 with one show and little fanfare. But this year, 11 different shows on four continents will entertain more than 7 million spectators paying up to $125 each to see a circus without animals. Savoie, the companys vice president of information technology, is struggling to keep pace. Why? Over the past five years, the number of software applications used by Cirque du Soleil employees has ballooned from roughly 40 to more than 200. Although these tools run a wide range of operations—from handling human resources and finance to making costumes and scheduling performing artists—these applications could not share data. This shortcoming threatened productivity or even the prospects for a show to go on without major headaches if, for example, a spotlight wasnt delivered to the right place or a performer couldnt be quickly found to replace someone who had bec0me sick. Savoie realized the organization needed to install software that would give employees access to these applications and databases without completely redesigning the systems setup, which she had pieced together on the fly. Consider the logistics that Savoie and the Cirques 3,300 employees must track: Six of the 11 shows are constantly in motion, touring North America, Europe, Asia and Australia. More than 250 tractor-trailers haul 700 tons of equipment around the world each day. More than 20,000 performers must be scheduled, transported and tracked for these shows. So must costumes and stage equipment. The database for just the alterations of these costumes has 4,000-plus entries and is growing every day. This juggling act, which combines acrobats, dancers and trapeze artists with elaborate lighting and musical production, has made Cirque du Soleil a $500 million corporation in just two decades. All of which is great news for Guy Laliberte, the shows co-founder and a former fire-eating stilt-walker. But for Savoie and her staff, Cirque du Soleils fantastic growth and unique culture created an information systems disarray not uncommon to any organization that grows real big, real fast with neither the luxury of time nor the benefit of experience to develop an ideal plan to deploy software to manage the free-wheeling monster. When I got here in 2000, I was the only I.T. person, Savoie says. Now we have 100 people on staff. Because of the way weve grown, we have to make up for lost time right now. During this boom, Cirque du Soleil added show management software used to make or order costumes and assign artists, as well as point-of-sale systems for merchandise. Many of the applications were developed in-house because of Cirque du Soleils unique business. Where did Savoie start? With basic applications to support day-to-day operations in the midst of the growth spurt. The company implemented SAP software for human resources, logistics and finance in 2000 and, later, installed a full-blown version of SAPs enterprise resource planning software for procurement, costume manufacturing, and event and artist scheduling. But it was using Microsoft Windows 2000 and Office XP for most of its other applications, including the companys Web site, its intranet, the point-of-sale system, and myriad other programs such as one to track the performers medical records. Most of these applications, however, couldnt communicate with each other. Moreover, the individual troupes traveling through North America or Europe were running their applications on different operating systems, and as a result, these troupes acted more like independent businesses instead of parts of a larger organization. And the arrangement made it difficult for workers across these different business units to collaborate, Savoie says. We had data in lots of different places, but could only combine it and analyze or utilize it manually, she recalls. As recently as six months ago, for example, production managers on any traveling troupe arriving at its destination would begin by conducting an inventory of all the equipment needed for a given performance. The lights, speakers, stage, decorations and the posts needed to suspend the enormous tent were all tracked with paper and pen. And when the manager realized something was missing, he or she would have to pick up a phone and call back to company headquarters in Montreal to get a replacement. Usually, the item in need made it to the location in time for theperformance. When it didnt, the crew would either have to buy a replacement locally, scramble to get it from another troupe or just do without. Equipments one thing, but performers are harder to replace in a pinch. There is a finite number of people on the planet who can pull off the acrobatic feats that take place during a Cirque du Soleil show. There are more than a dozen Olympic medalists in the organization. Scheduling performers based on the characters needed for each show is a full-time job. Each character has specific costume and makeup instructions, which are stored in a database. Then theres the matter of feeding the performers and support staff. In these traveling cities, more than 300 meals are prepared each day requiring thousands of pounds of meat, seafood and fresh produce. Getting on the Same Page To give employees access to data and tools from more than 200 applications running on multiple operating systems, Savoie embarked on a year-long project to install IBMs WebSphere Business Integration Server Express Plus software to connect her disparate systems. The goal: Organize all the application environments onto a single, standardized platform for access and development. We wanted to [streamline] our in-house applications with the financial data we have with our SAP applications to create one vision of all our information, Savoie says. We needed a common language for all our applications. The IBM WBI Express software was implemented on IBM eServer xSeries 245 and 355 systems. The project took just over a year from start to finish and cost roughly $175,000. Savoie and her team, along with IBM consultants, broke up the project into four separate pieces. The first phase took place during 18 weeks in which Cirque du Soleils information-technology staff and IBM consultants deployed the methodology of the project. They essentially determined what functions and applications they wanted to integrate into the SAP planning system as well as how they wanted to collect, disseminate and access information from the various applications. This is the most important part of any integration software implementation, says Yefim Natis, an analyst at Gartner who tracks IBM WebSphere implementations. You dont just plug this in. You have to think through all the processes and get all the people involved in the same room to discuss what they want and how they want to do it. Savoie says this part of the project was fairly straightforward. For example, they didnt want to reconstruct existing connections between applications used in the field by production managers. They merely wanted to be able to gather all the inventory, sales and performer data into one field and have it accessible to everyone from either a PC or a handheld device. Next, Cirque du Soleil spent four months building the Web interface to the planning system so that information could be accessed, edited and analyzed from the corporate intranet. The project was completed in May. Under the five-month-long third phase, financial information was consolidated. Data on ticket sales, procurement, merchandising and other financial matters that had been stored separately on either the Windows operating system or the SAP system was now connected so that executives could get a snapshot view of the entire company. Finally, the developers spent the last 2 1/2 months integrating the Cirque du Soleil intranet with its online help-desk system so performers, managers and other staff could resolve problems quicker instead of exchanging phone calls about scheduling deliveries or other issues. Now that everyone had access to the same information regardless of the application or operating system from which it had originated, Cirque du Soleil could begin to make strategic business decisions with a global vision. For example, when a key performer was unavailable to work because of illness or injury, the staff could sift through the database of all performers with that particular expertise from any computer in the organization. Then they could find a replacement who was available and closest to the production in need. At the same time, they could pull up the performers work history, measurements and biography to aid the costume designers in making alterations, and the marketing staff who create the programs and advertising materials. All sales conducted at the fixed and mobile sites—T-shirts and the like—are now automatically downloaded to the system and available to executives in real time, rather than an unpredictable and often delayed collection of manual documents from far-flung locations. When new products are needed to stock the show in Sydney or Seattle, Cirque du Soleil now knows exactly how manyT-shirts it needs by size and style, and can order them in bulk for delivery the next day. The operational efficiencies are important, but the flexibility our developers now have is just as important, Savoie says. Now, when we install another best-of-breed application or develop one of our own, we dont have to worry about what works with which system. We know that it all can be adapted to one common language. Efficiency Behind the Scenes Back on the streets, the production managers are also benefiting from the behind-the-scenes improvements made in Montreal. Now that the integration software has been implemented, production managers use an entirely new system to create an inventory of equipment necessary for the new mobile city. Instead of checking off a paper list of all the lights, cameras, speakers and stage materials needed for a production, each piece of equipment is tagged with a bar code thats scanned by a handheld device connected to the network. Cirque du Soleil says these mobile devices have cut in half the time it takes to inventory an entire 180,000-square-foot mobile city, and virtually eliminated errors. Its something that no one sees because it doesnt affect the day-to-day performance, Savoie points out. Its too early to say exactly how much money weve saved, but I know that going forward, the time well save just on the development side makes it worthwhile. [pic] Cirque Du Soleil Base Case Headquarters: 8400 Second Ave., Montreal, Quebec, Canada H1Z 4M6 Phone: (514) 722-2324 Business: Provides live performances that combine acrobatics, opera and traditional circus performers in 11 different production groups scattered throughout the world. Vice President of Information Technology: Danielle Savoie Financials in 2004: Reported sales of more than $500 million. Challenge: Implement IBM WebSphere Business Integration software to connect all of its disparate systems and applications. BASELINE GOALS: †¢ Grow revenue by 8% to $540 million in 2005, from $500 million in 2004. †¢ Reduce development time for software connecting business and performance-related applications from eight to six weeks. †¢ Trim time spent connecting business software applications to corporate intranet from 20 to 16 weeks. - Cirque du Soleil performs balancing act with CGI [pic][pic][pic][pic][pic] Integrator takes over IT functions for Montreal-based entertainment company [pic] [pic]4/11/2006 5:00:00 PM [pic][pic]by Vawn Himmelsbach, www.itbusiness.ca | | |Cirque du Soleil has signed a 10-year IT outsourcing contract with CGI, valued at $130 million. Montreals world-renowned| |entertainment company, which combines circus and theatre, wanted to offload some of its less strategic IT functions as | |its operations expand around the globe. | |â€Å"We have very rapid growth and we wanted to leverage the infrastructure provided by CGI,† said Danielle Savoie, CIO of | |Cirque du Soleil. | |As part of the contract signed last week, CGI is in charge of providing IT operations, help desk and application | |evolution of Cirques global infrastructure, including its Montreal headquarters, four permanent shows in Las Vegas and | |one permanent show in Orlando. | |This involves transferring 84 IT positions to CGI from Cirque du Soleil in Montreal, Las Vegas and Orlando. A certain | |number of technicians have stayed on with Cirque to perform more strategic IT roles. | | CGI is also in charge of the IT infrastructure behind Cirques travelling shows. On tours, only one technician is | |required to set up the IT infrastructure, such as point-of-sale and ticketing applications (since Cirque runs a | |centralized IT infrastructure out of Montreal). | |Cirque will keep IT strategy and direction in-house, as well as global planning and architecture design. â€Å"We didnt want | |to lose this strategic knowledge,† said Savoie. â€Å"When we want to re-engineer some part of our business processes, its | |important to have this knowledge.† | |CGI will manage its PCs, servers and the help desk, said Normand Paradis, vice-president of business engineering with CGI| |Group Inc. in Montreal. â€Å"We will also take over support and evolution of the portfolio of applications.† This includes a | |wide range of applications, from administrative functions like payroll to tour equipment, costumes and merchandise. | | Over the course of the lifecycle of these applications, modifications are made to respond to new business requirements, | |said Savoie. â€Å"Every year we have to make some evolution in this portfolio,† she said, adding CGI is now responsible for | |these modifications. | |â€Å"They have over 100 applications of various sorts we will be maintaining for them from strictly administrative to | |(costumes),† said Paradis. | |â€Å"They design and build these costumes (and) we provide the IT support behind that,† he said. â€Å"But its just one of the | |things they do – for them its really all about intellectual property.† This includes costumes, music, even the acts | |themselves – all of which are part of the intellectual property theyre managing. And they have to use a lot of systems | |to do that, he said, in order to protect it properly. In its aquatic show â€Å"O† in Las Vegas, for example, costumes | |deteriorate quickly in water, so CGI will keep track of items like costumes, diving equipment and maintenance. | |â€Å"On top of that they run a large financial system and large payroll system,† he said. â€Å"For a circus, doing the payroll is| |not exactly their core activity, but it better get done because if the guys dont get paid youre not going to see too | |many shows.† | |This is the beginning of CGIs foray into the entertainment and sporting event sectors, which it began last year with the| |World Aquatic Championships in Montreal. CGI expects its partnership with Cirque du Soleil to strengthen its expertise | |within these areas. â€Å"For us its working with a major player,† said Paradis. â€Å"They have a very strategic brand [and] they| |are well known on a global basis.† | |The transition process to outsource these IT functions started last week and will take place ov er the coming 12 months. |

Natures Superb Artistry: Angels Camp :: Free Descriptive Essay About A Place

Nature's Superb Artistry: Angels Camp The reason for my trip to the caverns in Angels Camp is not glorious or inspirational. My husband, Joe, and I own a timeshare and we had to use up some of our points or lose them. We usually go to places on the beach or skiing resorts. Unfortunately those resorts were not available on such short notice. Therefore, we were stuck with going to Angels Camp. I began doing some research on Angels Camp, looking for some exciting things we could do there. Yet, I wasn't thrilled by what I found. There were only a few entertainment choices and most of them sounded boring and strictly for senior citizens. We could pan for gold, visit caverns or participate in the annual Grape Stomp. I had prepared myself for the reality of a laid back, uneventful weekend. Thankfully, I was proven wrong. By the time we left the sleepy town of Angels Camp, population 3,000, we vowed that we would be back soon. We had a wonderful, down home, friendly experience. Everyone that we encountered was pleasant and welc oming, the food was great and the caverns were amazing. We even enjoyed watching people pull up their pants and use their feet to stomp grapes. Angels Camp has a magical, inviting spirit. The main street is about two blocks long and it looks like a scene from an old western movie. There are even a few old time saloons. The forest surrounding Angels Camp was beautiful and invigorating. When I was walking around outside, I took a deep breath and was exhilarated by the smell of pine trees. The shops were quaint and the shopkeepers/owners took the time to personally get to know each customer. Overall, the atmosphere and surroundings of Angels Camp were one of a kind. The locals seemed proud of their caverns and encouraged us to visit them. Joe is somewhat of a Discovery Channel freak and he figured this would be his chance to participate in an exploration similar to the ones he had seen on T.V. As we drove up the long, winding road towards the cavern, we had no idea what to expect. When we pulled into the driveway all that we could see was a small parking lot and a wooden cabin about the size of a small house. I was looking everywhere for the cavern, but it was nowhere in sight.

My most prized possesion Essay

My initial thought was how could i possibly narrow that down to just one single item? After fifteen minutes of staring at a blank piece of paper trying to figure out what exactly i cherish most in my life, it hit me. The one thing in my life that plays the biggest and most important role in my everyday story is my health. When people hear the word possession they automatically think of an object belonging to one. However, it is often forgotten that a possession isn’t always just a physical material but can be anything from a trait to a physical attribute. From a very young age you are taught the many steps needed to live a healthy lifestyle and maintain one’s health. These steps have become part of our everyday routine that many people often begin to take their health for granted as good health is viewed as something that’s just expected in life, particularly amongst young people. It often doesn’t cross the minds of people when they’re trying to und ergo a busy schedule everyday however, its our health that keeps us going, it’s our health that enables us to live our lives everyday without having to worry about dropping dead in the middle of the street or having a heart attack whilst doing the groceries. Good health is the real jewel of life. My mother always taught me to eat well. We would often reach a negotiation whereby if I ate all of my vegetables at dinner, In return, I would be allowed out on the green to play. My mother understood the importance of healthy eating whereas I always thought she was forcing me to eat â€Å"green balls of slime† to be malicious. My father enrolled me into my local soccer club and I could never grasp why. However, as the years flew by and I began to grow as a child, I learnt that this was all for my own good as he just wanted what’s best for me which was maintaining a good physical health. As I matured and became more aware of the world around me, I saw that health is apart of my everyday routine and although I may not have understood it at the time, I can see that the role it plays is more vital than anything else in the world. Due to the sheer egotistical and self-centred actions of many people around the world today, people are growing up thinking that money can solve everything. To keep good health, no money is needed. This fact is often abandoned due to common phrase often used- â€Å"money makes the world go round†. Even if you have all the money in the world, health will always swoop in and take first place when it comes to importance. Steve Jobs was one of the world’s richest men, owning one of the  biggest companies in the world and having a total net worth of about 7 billion dollars. However, that did not stop his cancer from heartlessly taking away his life, at the young age of 56. Despite owning a tremendous portion of the world’s money, he could not buy health, proving that wealth is irrelevant if you don’t have the air in your lungs. If health is lost, everything is lost such as the capacity to work which can lead to many catastrophes such as poverty and misery. if good health was abolished, we would simply fade away along with the rest of the world. To conclude, my health will always be my main focus on life- mentally and physically. I believe that if i don’t live life with a good mental outlook, i will achieve nothing.I perfectly agree with the maxim ‘health is wealth’. Unfortunately, very few care about this ‘wealth’. People spend sleepless days and nights, running after material wealth forgetting that the first step to acquire material wealth is to have good health.

Developing Countries s Basic Survival Issues - 918 Words

Developing countries face many issues that developed countries don’t have to worry about. From structural problems within the government, to issues with feeding their citizens these countries struggle with what appears to be basic survival issues. In comparison to developed countries, citizens of developing countries life expectancy is shorter, This doesn’t mean that they lack the resources needed to succeed, a majority of these countries just lack the ability to manage their resources efficiently. Corruption, exploitation and lack of a stable economy prevent these developing countries from transitioning from developing to a developed nation . developing countries are defined as poor agricultural country that are seeking to become more advance economically and socially (Webster dictionary ). These countries are usually labelled based on their Gross domestic product( GDP). The GDP measures the value of the economic activity within that country. This can be a good insig ht to how the citizens of the nations are living by measuring the quality of life, unemployment and how much revenue is coming in from the outer nations. For these nations to fully develop economically and socially, they have to develop politically. This attempt to grow is often shut down due to the lack of a stable economy, exploitation by developed countries and corruption from within their governments. It is evident that in order for developing nations to succeed, the government system has to restructureShow MoreRelatedHuman Trafficking and Slavery880 Words   |  4 PagesHuman Trafficking and Slavery: Are the World’s Nations Doing Enough s to Stamp It Out? Slavery has existed since the beginning of human evolution (CQ Researcher 2010). The Civil War ended slavery in the United States in 1865. Worldwide slavery was prohibited during the late 1920’s. Although slavery is prohibited, millions of victims are forced into captivity. 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