This article explores what it is that managers really do to lead IT-enabled change. It's based on a three-year case study of the practice of top IT-enabled change within the international telecommunications firm Ericsson.
This organization managed to successfully shift their finance and accounting section with their particular information systems from an unaffiliated construction of numerous local financing and accounting organizations as well as their particular way of doing things into one interdependent global network of common service centers empowered by a single information system. Based on this and other studies, this article develops a commonality framework for IT-enabled change, which offers guidelines that are important to boost managerial practice.
PUBLICATION DATE: November 01, 2010 PRODUCT #: CMR473-HCB-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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