Case Study 1: Transforming The Organization Due Week 5 ✓ Solved

Case Study 1: Transforming the Organization Due Week 5 and worth 175 points

Congratulations! The executives are taking your information system proposal seriously. In fact, they think it has the potential to transform the way the organization works. The CIO asked you to read Connelly (2016) to think about what resources you’ll need to get your new information system up and running. Please also review the five case studies in (Basu 2015, p. 32-35) so you can recommend a change management pattern for your company to follow. Write a memo to the CIO that describes how to implement your information system into the organization. Please focus on these topics:

• 1. How much of the implementation work can you handle? What additional resources (people, information, time, money, etc.) will expedite the process so you don’t end up like Susie Jeffer?
• 2. Outline a change management strategy: What new equipment and software are necessary? What training and support will the staff need? How will the staff complete their work during the transition period? Do you anticipate other areas of resistance?
• 3. The CIO is very skeptical, so provide evidence that your assessment is accurate and complete. It can be difficult to admit to personal limitations! Your memo should be 3–5 pages long.

Paper for Above Instructions

Implementing a new information system within an organization is a complex endeavor that requires careful planning, resource allocation, and effective change management. Drawing on Connelly (2016) and the case studies reviewed from Basu (2015), this memo lays out the necessary steps to successfully deploy the system, the resources needed, and strategies to manage organizational change while addressing potential resistance.

Assessing Implementation Capabilities and Additional Resources

Firstly, a realistic evaluation of the implementation team's capacity is essential. As a project lead, I can handle the initial planning, configuration, and testing phases. However, to ensure seamless deployment, additional resources are critical. These include dedicated IT staff for system customization, trainers for staff education, and support personnel for troubleshooting post-implementation. Financial resources are necessary to acquire new hardware, software licenses, and training materials. Additionally, a detailed project timeline must be established, with buffer periods to accommodate unforeseen delays, avoiding pitfalls similar to Susie Jeffer's experience, where inadequate planning led to project failure (Connelly et al., 2016).

Change Management Strategy

The success of the information system implementation hinges on effective change management. Necessary equipment includes servers, upgraded network infrastructure, and user workstations equipped with updated hardware and security features. Software requirements involve enterprise resource planning (ERP) systems, analytics tools, and user interfaces tailored to department needs. Staff training should encompass initial workshops, ongoing support, and user manuals to facilitate adoption. During the transition, a phased approach—pilot testing followed by incremental rollouts—will allow staff to adapt gradually, minimizing disruption (Basu, 2015).

Anticipated resistance may stem from fear of job displacement, lack of technical familiarity, or increased workload during the transition. To address this, transparent communication about the benefits, along with involving employees in planning, can foster buy-in. Establishing a helpdesk and providing continuous learning opportunities will support staff and mitigate resistance. Additionally, recognizing and rewarding early adopters can promote positive attitudes toward change (Basu, 2015).

Providing Evidence of Assessment Validity and Completeness

Given the CIO’s skepticism, it is vital to substantiate the assessment with empirical evidence. Based on Connelly et al. (2016), incorporating user leadership and stakeholder engagement enhances project success, especially when assessing organizational readiness. A comprehensive risk analysis identifies potential issues such as scope creep, resource constraints, and technological challenges. Utilizing lessons from similar case studies demonstrates due diligence. For example, applying Lewin’s Change Management Model—unfreezing current processes, implementing change, and refreezing—as recommended by Basu (2015), provides a structured approach proven effective in technology-driven transformation initiatives.

Furthermore, iterative feedback and adjustment mechanisms during implementation will ensure objectives remain aligned with strategic goals. Regular progress reports and KPIs will measure the effectiveness of the change process, allowing timely interventions. Acknowledging personal and team limitations, such as areas lacking expertise, and seeking external consulting if necessary, will further enhance assessment accuracy (Connelly et al., 2016).

In conclusion, a well-resourced, carefully strategized approach grounded in evidence-based change management principles will facilitate successful integration of the new information system, ultimately transforming the organization as envisioned.

References

• 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.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and our Community. Prosci Research.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Luecke, R. (2003). Managing Change and Transition. Harvard Business School Press.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Research.
• Williams, L. J., & Hummel, J. (2013). Methods for Effective Change Management. Journal of Change Management, 13(2), 123-135.
• Burnes, B. (2014). Understanding Resistance to Change—Again. Journal of Change Management, 14(2), 92-116.
• Hiatt, J. (2010). The Driving Force. Prosci.