Winning the Battle, is not Winning the War…OCM Can Insure Better Business Cases and IS Adoption Success

7 Feb

In my previous blog, I mentioned a term ‘Organisational Change Management’ (OCM). Having researched the area in more detail, I found that core principles discussed in the literature on OCM may be transferable to business cases for IS investments. This blog will build on the previous theme of human interaction impacting on the firm’s ability to implement change, for example the introduction of a new IS system. This blog will also aim to discuss this theory in more detail while offering opinion and will focus on possible human interactions what can inhibit or help business cases for IS investment.

Within many firms, after a long and often time consuming and expensive process of developing a successful business case for IS investment, securing the hard fought investment, one could argue could be the easiest part of the overall plan. As mentioned before in my last blog, employees resist change and in particular they seem to detest IT and IS change. It is important to note that this may not be the cases for all firms, and if the correct culture and acceptance to change is adopted than then transitional periods can be quite smooth, allowing IS and/or IT changes to become common practice.

The extent of this problem, is discussed by a change management organisation. The Change Management (CM) Group state; “A survey of Fortune 500 executives revealed that 67% ERP implementation did not realize its full process and systems benefits due to failure to address change Management issues…As per Gartner – Enterprises that fail to prepare and support their workforces for major and continuing organizational change will miss business objectives by at least 30% and will experience turnover rates of at least 20% annually for their key knowledge and leadership workers.”(stats taken from
The above statement highlights the affects poor or inadequate planning can have detrimental effects on the firms, staff moral and high labor turnover rates. The next question could be how can a firm prepare for a new IS implementation. The framework below, taken from Copyright © 2013 HCL Technologies Limited express steps to helps address this issues.

In conclusion, as the above diagram illustrates, a particular flow from left to right. Highlighting three headings PLAN, LEAD and SUSTAIN, one could argue that the sub heading provide a type of check list that may in fact help a firm control and maintain transitional periods after successful business cases have secured investments for IS change. The idea for OCM, one could argue that perhaps  maybe a key step in helping address issues surounding problems, in the pre and post aspects of IS investment decision making.


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