TABLE OF CONTENTS A common way to achieve change is through implementation of new systems and technology. Yet, many systems implementations have met with failure to deliver the estimated benefits. In many cases the systems have been installed, the people trained in the use of the system, and success in implementation proclaimed. Then this is followed by resistance and lack of use of the new system. In this chapter we explore how change management can be employed as a tool alongside and mutually supporting systems implementation. When you stop and think about it, IT and change management are often closely linked.
Persistent and lasting change is often best supported through automation; getting results from investment in IT often requires change in the work and processes.
Automation tends to standardize the work and makes it more difficult to change by the employees. Hence, it is more stable. On the other hand, if people do not use the system properly or fail to use the system, then there really is no change. In fact, things can get worse and result in lower productivity. Benefits of automation only come through change.
If you carry out change that does not involve systems and automation, then the stability and persistence of the new process and methods depends upon the people consistently and constantly supporting it. This requires more training and super- vision. Change...
