Stories by Nicole Lewis and Megan Santosus

Enterprise Architecture Single Image

When Gene Hatcher joined Danka Business Systems as corporate vice president and CTO in August 1998, the company's IT strategy was nonexistent. Danka, a distributor of office imaging equipment and related services, had a habit of growing by acquisition since its founding in 1977. Along with new business, Danka acquired a mishmash of outdated hardware and software that had to be spun off and integrated into its own architecture by the concrete deadline of Dec. 31, 1998. But a rudderless IT strategy wasn't Danka's only problem. Along with IT, the company's finances were in disarray. By the end of fiscal year 1999, revenues were $2.9 billion, down from $3.3 billion for the previous year, and losses amounted to $295 million. Company executives even entertained the possibility of filing for bankruptcy.