Course Objectives An understanding of the major processes that affect the change process in people and organizations An understanding of the major organizational transformation technologies such as BPR and ERP. An understanding of the challenges and issues inherent in changing established organizations. An appreciation of the various methods available for achieving change, the circumstances that effect their appropriateness, and the preferred execution. Students will be able to develop a change management plan for implementing an information system that radically changes the current processes.
Course Material Varun Grover and William Kettinger, Process Think: Winning Perspectives for Business Change in the Information Age, Idea Group Publishing, Hershey PA. 2000. ISBN 1-87828-968-3. Jeffery M. Hiatt and Timothy J. Creasey, Change Management: the People Side of Change. ProSci Learning Center Publications, Loveland CO. 2003. ISBN 1- 930885-18-0.
Group Assignment 1 About 2-3 students per group. Your group assignment is to develop a change management plan for an organization implementing any of the following systems: Enterprise Resources Planning Systems (ERP) E-commerce or M-commerce systems Customer Relationship management systems (CRM) Supply chain management systems Deliverables Presentation (10%) Written documentation with references (15%) Peer to peer evaluation (5%) OR
Group Assignment 2 About 2-3 students per group. Your group assignment is to study the change management plan for an Large system implementing in your company. Your group should also study how the change management plan was implemented. Examples of systems include the following: Enterprise Resources Planning Systems (ERP) E-commerce or M-commerce systems Customer Relationship management systems (CRM) Supply chain management systems Deliverables Presentation (10%) Written documentation with references (15%) Peer to peer evaluation (5%) OR
Group Assignment 3 Conducting an Industry Analysis Conducting an Industry Analysis See examples
Agenda Course Overview Expectation? IS change management in organizations Themes
Who moved my Cheese http://www.whomovedmycheese.com /products/changeVideo.asp http://www.whomovedmycheese.com /products/changeVideo.asp Who Moved My Cheese? Who Moved My Cheese?
Reasons For Change Internal Factors External Factors
Why Change IT or ICT has always been a source of opportunity and uncertainty, advantage and risk. Distance and time have become much less significant determinants of market and organization structures and processes. IT influence in large organization is pervasive, affecting the smallest department and decision-making processes to an extent not visualized few years ago
IT Era and Organization Changing perspectives Regulated Monopoly Organization Productivity/ Efficiency Free Market Individual Individual/Group Efficiency Collaborative Enterprise and Industry Integration Value Creation Era I 1950s- 70s Era II 1970s- 80s Era III 1990s-99 Administrative Framework Primary Target Justification/ Purpose ? ? ? ApplicationChallenges ? ? ? Changing Technology Platforms ???Era IV 2000s- ??
Agenda Expectations? Course Overview IS change management in organizations Themes
Relevant Themes Change Management Models Market structure and Industry Dynamics IT Impact
Market structure and Industry Dynamics The old industry value chain Sequential Functionally organized and transitional in nature Vertical organization structures within organization boundaries The new industry value chain Process based Integrating the enterprise activities Boundaries are becoming fluid Partnership and the rise of virtually integrated industry
IT Impact The goal for technology use influences Its development, operating and management Impact on core operations Impact on core strategy Impact Support, Factory, Turnaround, Strategic
Categories of Strategic Relevance and Impact Factory Support Strategic Turnaround Strategic Impact of existing IT system Low High A contingency appropriate to IT management. Strategic Impact of IT applications under development Totally depending on it Not absolutely depending on totally uninterrupted, fast response-time. IT are important but they are not fundamental to the firms ability to compete. Strategic Impact of IT on operations and future strategy is low.
Categories of Strategic Relevance and Impact Factory Support Strategic Turnaround IT Impact on core operations Low High A contingency appropriate to IT management. IT Impact on core strategy Goal: Transform the organization or industry Leadership: Senior executives or board Goal: Identify and launch new Ventures Leadership: Venture incubation unit Goal: Improve performance of core processes Leadership: Business unit executives Goal: Improve local performance Leadership: Local level oversight
Discussion Why do organizations change Does my organization need to change What happens if we don’t How important is IT to the success of your industry / organization What kind of change will it introduced into the organization Are leaders capable and ready to deal with the change management challenges? Are IT resources appropriately placed in the firm?
Discussion Do the perspective and skill of the IT team, IT users, and general management team fit the firm’s changing strategy and organization and the IT application, operating environment, and management processes? Is the firm organized to identify, evaluate, and assimilate new information technologies on a timely basis? Are the strategic planning, the management control and the project management systems defined and appropriately implemented and managed? Are appropriate organizational structures and coordinating mechanisms in place to ensure IT is appropriately aligned to the needs of the firm? What is the importance of change management in the organization?
Agenda Expectations? Course Overview IS Challenges in the organization Themes