Case Study 1: Transforming the Organization
Case Study 1: Transforming the Organization
In the implementation process, the following tasks will be handled; a formal evaluation process will be taken to ensure that the organization does not buy insufficient or excessive computer software or hardware. The evaluation of software will involve examining certain performance and physical characteristics for every software that will be bought. The characteristics to evaluate will include cost, availability, reliability, compatibility and performance. The hardware will also undergo a similar evaluation.
In order to transform the newly developed IT system into an operational system, the following activities will also be handled. First is the acquisition of essential resources including software and hardware. Second is the development of the software. This involves developing essential computer programs and making required changes to software packages. The third is training all individuals that are involved with the system. All the stakeholders will be trained about the new system. Fourth activity is testing the system and making any changes to procedures, hardware, and programs. The fifth implementation activity will be to document system specifications in a detailed manner. The final activity will be converting the current system to the new developed system. The activities make up the implementation work that will be handled.
If TPAC was able to adopt the new software application, it would have promoted revenue growth and increased opportunities associated with increased efficiency. However, Susie Jeffer was unable to manage the effectively leading to the failure of the new application. One of the major reasons why she failed is failing to consider change success factors. In our case, in order to speed up the implementation process, additional resources will be required including people, money, time, and information. Leadership support will play a significant role in speeding up the process.
As Basu (2015) argues, strong leadership speeds up change implementation process. According to the research conducted by Basu on technology enabled business transformation, poor commitment from organization leadership slows down change implementation process. Executive sponsorship will help speed up the process. As Basu (2015) explains the group will help the organization to move towards change direction. Organization’s stakeholders will be involved in the implementation process a reducing potential resistance that may slow down the process. Stakeholders’ participation in system development prevents the poor definition of requirements, processes, and poor designs that slow down implementation process. The organization’s current schedule does not include time allocation for the implementation of the new system. Therefore, the organization will have to change the schedule and allocate time for training the management and the end use of the system about the new system.
Lack of training is associated with process failure. For instance, in the case of TPAC, it is only the leader of the project who was trained about the new system which made for other stakeholders to help in the implementation slowing down the process (Connelly et al., 2016). Apart from time, more funds are required to support the training, and to buy the required resources for developing the system and installing it. Additional information about the role of the organization and the ability of the current system will help in developing an effective system which will yield desired outcome speeding up the process (Macdougall, 2016). Accurate, complete, and broken out data for optimal use is needed for the successful process. The information should be provided efficiently and in a timely manner to avoid slowing down operations. Other information considering such as language, and cultural differences in the organization will be essential in supporting the implementation process. Lack of such information would lead to poor system development which delays the process.
Change management strategy
Acquiring top management support
Supportive organizational support will play a major role towards the success of the new system. For effective change management, the leaders will have to put their differences aside and work together to support the change. The top management will be participating at every level to ensure that other employees are influenced to embracing the new system. Effective leadership will reduce resistance to the new technology. As Baus (2015) found after reviewing the five case studies, strong support from top management leads to successful change management.
Establishing project team
Teamwork plays a significant role in the implementation of new systems that are based on technology. The support of the team speeds up the implementation process. the team will make sure that the implementation process is on track by giving continuous help in the roll out of the new system.
A project champion who has experience with the new system will be involved in the project acting as a critical factor for effectiveness in the management of change. The champion will greatly influence people in the organization, motivating, and supporting them reducing change resistance.
The new system will allow the organization to operate effectively and efficiently. The system will enable the organization to be the global leader in service delivery. In addition, the system will promote customer satisfaction associated with higher productivity (Crawford, 2013). The leadership team will determine the readiness of the organization to accept change. Training will play a major role in reducing resistance.
All the stakeholders including the management and staffs will be engaged in the implementation process for effectiveness. By informing the end users of the system that it will boost productivity, they will support and strengthen the project. Enhanced user engagement reduces resistance associated with project failure. In addition, sufficient communication amongst stakeholders will promote understanding of the project heightening the system’s awareness associated with project success.
New software and hardware resources are required to install the new system that will transform the organization’s operations. After the acquisition, computer programs will be developed and changes made to the new software packages to fit the organization’s needs.
The staff will be trained on the specifications of the new system and how to use them. One of the reasons why people resist change is limited information concerning the new system. Therefore, providing enough information about the new change will motivate the staffs towards embracing the system. With staffs’ support the implementation process will take a shorter time than it would with their resistance. The project champion in collaboration with the project team will be always available to assist the staffs when they face any issues in the implementation process. Equipping the staff with necessary information about the new system also enables them to share information with other employees promoting understanding of the system (Crawford, 2013). TPAC was in a dilemma on whether to sack Susie or not since she was the only one who had the information about the new system. Staff training will help address such issues.
After the implementation process, follow up activities will be undertaken to maintain competent end users. The activities will include availing newsletters that have the system’s features and functions, mentoring users, help-desk support, training, online help, and end user documentation.
Basu, K. K. (2015). The Leader’s Role in Managing Change: Five Cases of Technology- Enabled Business Transformation. Global Business & Organizational Excellence, 34(3), 28-42. doi:10.1002/joe.21602.
Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D., & Havelka, D. (2016). Too Much of a Good Thing: User Leadership at TPAC. Information Systems Education Journal, 14(2), 34-42.
Crawford, J. (2013). Strategy for Change Management (2nd Ed), pp.1 39.
Macdougall, C. (2016). A New Model for Strategic IT-Enabling Change Programmes. Thesis. The University of Liverpool, pp. 1- 182.