Diebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition, allegations of the potential for voter fraud filled the Internet media and Diebold was labeled "an enemy of democracy." After a study revealed how easy it was to hack into the Diebold voting machines and how it did not provide voter security, Diebold responded with a 27-page report that basically said that there were “checks and balances in place to prevent fraud.” Rather than trying to fix the problem, Diebold chose to engage in _____, or what it though was a “good enough” alternative to the problem. A. framing constraints B. optimizing the solution C. satisficing D. benchmarking E. keystoning
Diebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition, allegations of the potential for voter fraud filled the Internet media and Diebold was labeled "an enemy of democracy."
After a study revealed how easy it was to hack into the Diebold voting machines and how it did not provide voter security, Diebold responded with a 27-page report that basically said that there were “checks and balances in place to prevent fraud.” Rather than trying to fix the problem, Diebold chose to engage in _____, or what it though was a “good enough” alternative to the problem.
A. |
framing constraints |
|
B. |
optimizing the solution |
|
C. |
satisficing |
|
D. |
benchmarking |
|
E. |
keystoning |
Step by step
Solved in 3 steps