Eureka Case 30 min Undergrad

Quién Decide

You are Elena Carbonell-Mas, newly appointed CIO of Móndega, a 215-store Spanish supermarket group. The CEO has given you one mandate for your first 100 days: fix how IT decisions get made.

The situation

Móndega runs 215 supermarkets across northern Spain and the Levante, plus a fast-growing e-commerce channel — about 9,000 employees, €38M of IT spend a year. Over a decade, regional directors, the e-commerce team, the loyalty programme and half a dozen departments each bought their own software. The group now runs four overlapping CRM systems. The warehouse platform does not talk to e-commerce. Every IT request becomes a turf negotiation, and nobody can map the €38M to a strategy.

Your instinct — and the CEO's — is to "take control": pull all of IT under you and decide centrally. But you have seen centralized IT departments become a single, slower bottleneck while shadow IT quietly regrows. The board paper is due in two weeks. The question on the cover is not "what should IT buy" — it is "who should decide."

Your job in this case: read who actually decides each kind of IT question today, model how decision-rights clarity and business involvement drive results, and commit to a governance model. Get this right and the €38M finally serves a strategy. Get it wrong and you have only moved the turf war into your own office.

The decision

Which governance model do you install?

  • A · Centralize — one authority
  • B · Formalize federation — each business, its own IT
  • C · Design how decisions get made

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