Success criteria for systems led transformation

Abstract

Purpose Organisational transformation has been a major research theme over the last few decades. The main emphasis focuses on how successful organisations are using information systems and technology (IS/IT) to transform business operations. This paper aims to summarize and evaluate the key perspectives and concepts of change management. These perspectives and concepts are used to conduct an overview of the transformation of a major UK telecommunications company is using IS as a driver. Design/methodology/approach This paper focuses on trying to understand the whole range of systems‐related problems that may confront an organisation during the introduction of new operational systems as part of organisational change and transformation. The primary objective is to identify best practice. A case study focusing on a large organisation is the approach used to try and elicit learning. Findings The view emerging from the case study is that there are generic problems that need to be addressed especially related to how system changes, processes and the customer are managed. Even with an increasing caseload of examples where large firms are unsuccessfully with major organisational transformations‐companies are still willing to undergo this risky change process. Research limitations/implications It is intended that this best practice framework will be used in other organisational environments. Originality/value The paper contributes to widening studies on systems introduction as part of organisational change.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 19 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.