Implementing an electronic records management system

Abstract

Purpose This article seeks to consider the practical implementation of an electronic records management system in the National Health Service Purchasing and Supply Agency, a UK government agency. Design/methodology/approach It examines the four main stages from specifying and selecting the system through to post‐implementation evaluation and identifies the lessons learned within the context of the specific organisation and its record‐keeping culture. Findings The implementation of an ERM system causes a massive cultural shift that can be made easier with the backing of senior management. However, the desired results can also be achieved with a strong team if senior management empowers the project but does not get personally involved. Originality/value This article will give insight to those organisations that are thinking of implementing an ERM system.

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