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Eashani Rodrigo B.Sc (Hons)
                                            eashanirodrigo@gmail.com
                             Sri Lanka Institute of Information Technology, Sri Lanka
© All Rights Reserved 2010
OUTLINE
                               Research Scope


                                Methodology


                             Achieving Objectives


                                   Conclusion
© All Rights Reserved 2010       Presented by: Eashani Rodrigo   2
RESEARCH SCOPE


© All Rights Reserved 2010   Presented by: Eashani Rodrigo   3
Research Scope



                             Leadership                   Organizational
                                                                  Change




                                     Our Topic Area
© All Rights Reserved 2010                                                 4
                                          Presented by: Eashani Rodrigo
Research Objectives

    1) To explore the relationship among the key
        aspects of leadership and change
        management namely, leadership styles,
        change management process, IT change
        process



  2) Leadership styles currently in practice

© All Rights Reserved 2010                                                                   5
                                    Presented by: Eashani Rodrigo
                                                      H.M.G.L Samarathunga– DIT/07/M1/1082
Research Objectives

  3) To determine factors affecting success of
     IT change implementation process and
     how to improve the effectiveness of the
     change process.


   4) To develop a model related to the
      most appropriate leadership and IT
      change management process.
© All Rights Reserved 2010                                         6
                                   Presented by: Eashani Rodrigo
METHODOLOGY


© All Rights Reserved 2010   Presented by: Eashani Rodrigo   7
Research Approach
• Literature                              • Case Study
  Survey                                    method
       – A framework which                        – In-depth interviews
         was synthesised                            were conducted for nine
         from the literature                        leading Sri Lankan
         survey is used to                          organizations which had
         develop interview                          undergone IT change.
         protocols and for the                    – Data analysis
         case analysis.                             techniques used
                                                         • Pattern Matching
                                                         • Explanation building
© All Rights Reserved 2010         Presented by: Eashani Rodrigo                  8
Methodology
Relationship
between                                   Case
leadership and IT-                        Study
driven change

                               Explore relationships                     Develop a
                               among leadership styles,                  model related
                               CM process and IT change                  to the most
                               process.                                  appropriate
                                                                         leadership
                                                                         styles for an
     Literature                 Leadership Styles                        effective IT
                                currently in practice                    change
       Survey
                                                                         Management
                               Factors affecting success of              process
                               IT change process and how
                               to improve effectiveness
  © All Rights Reserved 2010                                                         9
                                       Presented by: Eashani Rodrigo
Case Study Method
                                                                                          Final
                                                                                       Conclusions
                                                         Case I

                                     Case                                       Case
                                      D                                          H


                                         Case                                   Case
                                          E                 Case                 G
                                                             F

                           Case
                            B
              Case
               A                  Case
                                   C


                  Interim
                Conclusions 1




Literature Reserved 2010
   © All Rights                                 Presented by: Eashani Rodrigo                        10
  Survey
Exploring the Relationship Between Key Aspects
           ACHIEVING OBJECTIVE 01


© All Rights Reserved 2010   Presented by: Eashani Rodrigo   11
“In an age of a turbulence, when you handle
            this reality well you win.
Handle it poorly, and it can drive you crazy, cost
    a great deal of money, and cause a lot of
                       pain.”
                              (Kotter, 2002:2)


  “As the pace of change accelerates, there is
       naturally a greater need for effective
                    leadership.”
                               (Kotter, 1996)

 © All Rights Reserved 2010     Presented by: Eashani Rodrigo   12
Research Framework

                                                                       IT Change Process



                                                                         Change
        Leadership                                                     Management
          Styles                                                         Process




© All Rights Reserved 2010             Presented by: Eashani Rodrigo                       13
            G.D.N Jayasekara-DIS/07/M3/1534
Three models are adopted to the research framework
  for the real world case scenario analysis purpose.
    Six leadership             IT diffusion model                      Eight steps change model
         styles                (Cooper and Zmud,                              (Kotter,1996)
   (Goalman,2000)              1990)
                                                                        Create Sense of urgency

    Coercive style                  Initiation                       Form powerful guiding coalition
                                                                              Create vision
                                    Adoption
  Authoritative style                                                     Communicate vision
                                   Adaptation                        Empower other to act on vision
    Affiliative style

                                   Acceptance                        Plan for and create short term
  Democratic style                                                                wins

                                  Routinization                      Consolidate improvements and
  Pacesetting style
                                                                             more change
    Coaching style                   Infusion                        Institutionalize new approaches
  © All Rights Reserved 2010                                                                           14
                                     Presented by: Eashani Rodrigo
Research Model
                                                          IT Change Management Model
Leadership styles
                                                                          Initiation
    Coercive style                                                 Create Sense of urgency
                                                                Form powerful guiding coalition
Authoritative style                                                      Create vision
                                                                     Communicate vision

   Affiliative style                                               Adoption/ Adaptation
                                                                Empower other to act on vision
 Democratic style                                         Plan for and create short term wins
                                                    Consolidate improvements and more change

 Pacesetting style

                                                       Acceptance/ Routinization/ Infusion
   Coaching style
                                                                Institutionalize new approaches


© All Rights Reserved 2010      Presented by: Eashani Rodrigo                                     15
Objective 01 is Achieved



                    Objective 01 01
                      Objective                                       Objective 02



                    Objective 03                                      Objective 04




© All Rights Reserved 2010            Presented by: Eashani Rodrigo                  16
Leadership Styles Currently in Practice
           ACHIEVING OBJECTIVE 2


© All Rights Reserved 2010    Presented by: Eashani Rodrigo   17
Adopted Leadership Styles model
                             Goleman’s Six Leadership Styles Model (2000)
                                          Six leadership styles
                                            (Goalman,2000)

                                               Coercive style

                                           Authoritative style

                                              Affiliative style

                                             Democratic style

                                             Pacesetting style

                                               Coaching style
                                                   Presented by: Eashani Rodrigo   18
© All Rights Reserved 2010               Presented by: Medavi Somarathne
Case Study Findings on Leadership Styles
               Case Study      Case   Case     Case       Case       Case   Case F   Case   Case   Case I
                                A      B        C          D          E               G      H

Leadership Style
Coercive


Authoritative


Affiliative


Democratic


Pacesetting


Coaching
  © All Rights Reserved 2010
                                         Presented by: Eashani Rodrigo                                      19
Leadership Styles Currently in Practice
            Affiliative                                High

            Authoritative                              Medium

            Democratic                                 Medium

            Coercive                                   Low

            Pacesetting                                Very Low
© All Rights Reserved 2010                                        20
                             Presented by: Eashani Rodrigo
Objective 02 is Achieved



                    Objective 01 01
                      Objective                                       Objective 02
                                                                      Objective 02



                    Objective 03                                      Objective 04




© All Rights Reserved 2010            Presented by: Eashani Rodrigo                  21
Determine factors affecting success of IT change implementation process
           and factors to improve effectiveness of change process.

           ACHIEVING OBJECTIVE 3


© All Rights Reserved 2010           Presented by: Eashani Rodrigo                                  22
                                                              K.D.S.S Wimalaratna– DIS/07/M3/1526
Case Study Findings
Case                Use of formal     Most focused steps (focusing                Success/Failure of implementation
                    change management on Kotter’s (1996) model)
                    approach

Case A              No                  Steps 4, 5, 7 and 8                       Successful

Case B              Yes                 Steps 1, 2, 3, 4, 7, and 8                Successful


Case C              No                  Steps 2, 4, 7and 8                        Successful
Case D              No                  Steps 4, 6 and 8                          Partially successful

Case E              No                  Steps 1, 2, 4, 6 and 7                    Successful
Case F              No                  Steps 1, 4, 7 and 8                       Successful

Case G              No                  Step 1, 4, 7 and 8                        In general it is a success. But
                                                                                  there are small failures.
Case H              No                  Steps 4, 7 and 8                          Successful
Case I              No                  Steps 1, 4, 6, 7 and 8                    Successful
         © All Rights Reserved 2010               Presented by: Eashani Rodrigo                                     23
Focuses given to change process steps
   Eight steps change model (Kotter,1996)                         Overall Focus on each step

              Create Sense of urgency                                       High

        Form powerful guiding coalition                                   Medium

                      Create vision                                       Medium

                 Communicate vision                                         High

        Empower other to act on vision                                    Medium

      Plan for and create short term wins                                   High

Consolidate improvements and more change                                    High

        Institutionalize new approaches                                     High
   © All Rights Reserved 2010             Presented by: Eashani Rodrigo                        24
Average Characteristics (%) used corresponding step >75% “High”,Wimalaratna– DIS/07/M3/1526
                                                         K.D.S.S 50%-74% “Medium”, 10%-49% “Low”
Success Factors according to the criticality
• Communicate the vision.
• Consolidate improvements and produce still more change.
• Anchor the new approaches in culture and ensure that everyone
  understands that the new behaviours lead to corporate success.
• Look for and advertise short term visible improvements.
• Creation of change urgency among organization.
• Assembling a powerful group of people who can work well
  together to guide the situation.
• Empower others to act on the vision and getting rid of obstacles to
  change such as unhelpful structures or systems and people
  resistance.
• Building a vision to guide the change effort with strategies for
  achieving it.


  © All Rights Reserved 2010   Presented by: Eashani Rodrigo       25
Case        Use of formal    Most focused steps      Leadership Styles used during Existence of Major IT          Success/Failure of
            change           (focusing on Kotter’s   the change                    people       implementations   implementation
            management       (1996) model)                                         resistance
            approach                                                               during
                                                                                   change
Case A      No               Steps 4, 5, 7 and 8     Authoritative, Affiliative,   Yes         ERP system         Successful
                                                     Democratic

Case B      Yes              Steps 1, 2, 3, 4, 7,    Authoritative, Affiliative,   No          Inquiry system     Successful
                             and 8                   Democratic, Coercive                      HR system

Case C      No               Steps 2, 4, 7and 8      Affiliative, Democratic       Yes         Internet banking Successful
                                                                                               system
                                                                                               E-link system
Case D      No               Steps 4, 6 and 8        Authoritative, Affiliative,   Yes         Intranet         Partially successful
                                                     Coercive.
Case E      No               Steps 1, 2, 4, 6 and 7 Affiliative, Democratic        Yes         Core banking   Successful
                                                                                               system
Case F      No               Steps 1, 4, 7 and 8     Authoritative, Affiliative,   Yes         SAP ERP system Successful
                                                     Democratic, Coercive

Case G      No               Step 1, 4, 7 and 8      Authoritative, Affiliative,   Yes         Core banking       In general it is a
                                                     Democratic, Coercive                      system             success. But there
                                                                                                                  are small failures.
Case H      No               Steps 4, 7 and 8        Affiliative, Democratic       Yes         Core banking       Successful
                                                                                               system
Case I      No                Steps 1, 4, 6, 7 and 8 Authoritative, Affiliative, No            Core banking       Successful
         © All Rights Reserved 2010                  Democratic
                                                             Presented by: Eashani Rodrigo     system.                            26
Factors to improve the change process
• According to most IT professional the factors to improve
  effectiveness of the change process:
   – Proper Leadership and use of appropriate leadership
     styles
          • To carry out the change management process and to avoid
            people resistance and to communicate change.
   – Proper structure
          • to make the communication effective and to support to the
            culture.
   – Culture that supports change
          • To avoid people resistance

   © All Rights Reserved 2010   Presented by: Eashani Rodrigo           27
Objective 03 is Achieved



                        Objective 01                                   Objective 02
                                                                       Objective 02



                    Objective 03                                       Objective 04




© All Rights Reserved 2010             Presented by: Eashani Rodrigo                  28
Develop a model - most appropriate leadership and IT change
           management process.

           ACHIEVING OBJECTIVE 4


© All Rights Reserved 2010           Presented by: Eashani Rodrigo                                    29
                                                                     E.P.E Rodrigo – DIS/07/M3/1538
Case Study Findings
Case           Major IT                  Leadership Styles used during the          Success/Failure of
               implementations           change                                     implementation



Case A                                    Authoritative, Affiliative, Democratic    Successful
               ERP system
Case B         Inquiry system             Authoritative, Affiliative, Democratic,   Successful
               HR system                         Coercive, Pacesetting
Case C         Internet banking system            Affiliative, Democratic           Successful
               E-link system
Case D         Intranet                    Authoritative, Affiliative, Coercive.    Partially successful

Case E         Core banking system                Affiliative, Democratic           Successful
Case F         SAP ERP system             Authoritative, Affiliative, Democratic,   Successful
                                                 Coercive, Pacesetting
Case G         Core banking system        Authoritative, Affiliative, Democratic,   In general it is a
                                                         Coercive                   success. But there are
                                                                                    small failures.
Case H         Core banking system                Affiliative, Democratic           Successful

Case I         Core banking system.       Authoritative, Affiliative, Democratic    Successful
   © All Rights Reserved 2010                  Presented by: Eashani Rodrigo                               30
Research Findings – Reasoning
                                               - Lack of a change supportive
  People Resistance                            culture
                                               - Lack of people focus in change
                                               management approach

Avoid people resistance                        Change supportive culture



             Solution                          Focused on recreating their
                                               culture

                                               Adopting people oriented
                 How?                          leadership styles during the
                                               change.
  © All Rights Reserved 2010   Presented by: Eashani Rodrigo                  31
Developed model change process
Most appropriate leadership and managing the IT
                                                               IT Change Management Model

                                                                           Initiation
 Authoritative , Affiliative, Democratic                             Create Sense of urgency
                                                                 Form powerful guiding coalition
                                                                           Create vision
                                                                       Communicate vision

                                                                   Adoption/ Adaptation
 Authoritative , Affiliative, Democratic
                                                                  Empower other to act on vision
                                                                Plan for and create short term wins
                                                                  Consolidate improvements and
                                                                          more change
 Authoritative , Affiliative, Democratic

                                                             Acceptance/ Routinization/ Infusion
                                                                  Institutionalize new approaches

© All Rights Reserved 2010                                                                            32
                             Presented by: Eashani Rodrigo
Objective 04 is Achieved



                        Objective 01                                   Objective 02
                                                                       Objective 02



                    Objective 03                                       Objective 04
                                                                       Objective 04




© All Rights Reserved 2010             Presented by: Eashani Rodrigo                  33
Conclusions
• When dealing with IT –driven organizational
  change:
   –Adopting people oriented leadership styles
                                         with a
  –People focussed change management
   process
                                along with the
  –IT implementation process
  can make the IT driven change a success.
  © All Rights Reserved 2010    Presented by: Eashani Rodrigo   34
Conclusions
• To improve effectiveness of the change IT change
  Management Process

                                Leadership –
                              Leadership styles

                              Change Supportive
                                   Culture

                               Proper Structure
 © All Rights Reserved 2010     Presented by: Eashani Rodrigo   35
THANK YOU


© All Rights Reserved 2010   Presented by: Eashani Rodrigo   36
RESEARCH TEAM


         Team Members : E.P.E. Rodrigo,
                        H.M.G.L Samarathunga
                        K.D.S.S Wimalaratna
                        G.D.N Jayasekara
                        K.M.S.S Somarathne

         Supervised by :     Dr. T. Suraweera



© All Rights Reserved 2010    Presented by: Eashani Rodrigo   37

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Leadership and Organizational Change in the Context of IT

  • 1. Eashani Rodrigo B.Sc (Hons) eashanirodrigo@gmail.com Sri Lanka Institute of Information Technology, Sri Lanka © All Rights Reserved 2010
  • 2. OUTLINE Research Scope Methodology Achieving Objectives Conclusion © All Rights Reserved 2010 Presented by: Eashani Rodrigo 2
  • 3. RESEARCH SCOPE © All Rights Reserved 2010 Presented by: Eashani Rodrigo 3
  • 4. Research Scope Leadership Organizational Change Our Topic Area © All Rights Reserved 2010 4 Presented by: Eashani Rodrigo
  • 5. Research Objectives 1) To explore the relationship among the key aspects of leadership and change management namely, leadership styles, change management process, IT change process 2) Leadership styles currently in practice © All Rights Reserved 2010 5 Presented by: Eashani Rodrigo H.M.G.L Samarathunga– DIT/07/M1/1082
  • 6. Research Objectives 3) To determine factors affecting success of IT change implementation process and how to improve the effectiveness of the change process. 4) To develop a model related to the most appropriate leadership and IT change management process. © All Rights Reserved 2010 6 Presented by: Eashani Rodrigo
  • 7. METHODOLOGY © All Rights Reserved 2010 Presented by: Eashani Rodrigo 7
  • 8. Research Approach • Literature • Case Study Survey method – A framework which – In-depth interviews was synthesised were conducted for nine from the literature leading Sri Lankan survey is used to organizations which had develop interview undergone IT change. protocols and for the – Data analysis case analysis. techniques used • Pattern Matching • Explanation building © All Rights Reserved 2010 Presented by: Eashani Rodrigo 8
  • 9. Methodology Relationship between Case leadership and IT- Study driven change Explore relationships Develop a among leadership styles, model related CM process and IT change to the most process. appropriate leadership styles for an Literature Leadership Styles effective IT currently in practice change Survey Management Factors affecting success of process IT change process and how to improve effectiveness © All Rights Reserved 2010 9 Presented by: Eashani Rodrigo
  • 10. Case Study Method Final Conclusions Case I Case Case D H Case Case E Case G F Case B Case A Case C Interim Conclusions 1 Literature Reserved 2010 © All Rights Presented by: Eashani Rodrigo 10 Survey
  • 11. Exploring the Relationship Between Key Aspects ACHIEVING OBJECTIVE 01 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 11
  • 12. “In an age of a turbulence, when you handle this reality well you win. Handle it poorly, and it can drive you crazy, cost a great deal of money, and cause a lot of pain.” (Kotter, 2002:2) “As the pace of change accelerates, there is naturally a greater need for effective leadership.” (Kotter, 1996) © All Rights Reserved 2010 Presented by: Eashani Rodrigo 12
  • 13. Research Framework IT Change Process Change Leadership Management Styles Process © All Rights Reserved 2010 Presented by: Eashani Rodrigo 13 G.D.N Jayasekara-DIS/07/M3/1534
  • 14. Three models are adopted to the research framework for the real world case scenario analysis purpose. Six leadership IT diffusion model Eight steps change model styles (Cooper and Zmud, (Kotter,1996) (Goalman,2000) 1990) Create Sense of urgency Coercive style Initiation Form powerful guiding coalition Create vision Adoption Authoritative style Communicate vision Adaptation Empower other to act on vision Affiliative style Acceptance Plan for and create short term Democratic style wins Routinization Consolidate improvements and Pacesetting style more change Coaching style Infusion Institutionalize new approaches © All Rights Reserved 2010 14 Presented by: Eashani Rodrigo
  • 15. Research Model IT Change Management Model Leadership styles Initiation Coercive style Create Sense of urgency Form powerful guiding coalition Authoritative style Create vision Communicate vision Affiliative style Adoption/ Adaptation Empower other to act on vision Democratic style Plan for and create short term wins Consolidate improvements and more change Pacesetting style Acceptance/ Routinization/ Infusion Coaching style Institutionalize new approaches © All Rights Reserved 2010 Presented by: Eashani Rodrigo 15
  • 16. Objective 01 is Achieved Objective 01 01 Objective Objective 02 Objective 03 Objective 04 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 16
  • 17. Leadership Styles Currently in Practice ACHIEVING OBJECTIVE 2 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 17
  • 18. Adopted Leadership Styles model Goleman’s Six Leadership Styles Model (2000) Six leadership styles (Goalman,2000) Coercive style Authoritative style Affiliative style Democratic style Pacesetting style Coaching style Presented by: Eashani Rodrigo 18 © All Rights Reserved 2010 Presented by: Medavi Somarathne
  • 19. Case Study Findings on Leadership Styles Case Study Case Case Case Case Case Case F Case Case Case I A B C D E G H Leadership Style Coercive Authoritative Affiliative Democratic Pacesetting Coaching © All Rights Reserved 2010 Presented by: Eashani Rodrigo 19
  • 20. Leadership Styles Currently in Practice Affiliative High Authoritative Medium Democratic Medium Coercive Low Pacesetting Very Low © All Rights Reserved 2010 20 Presented by: Eashani Rodrigo
  • 21. Objective 02 is Achieved Objective 01 01 Objective Objective 02 Objective 02 Objective 03 Objective 04 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 21
  • 22. Determine factors affecting success of IT change implementation process and factors to improve effectiveness of change process. ACHIEVING OBJECTIVE 3 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 22 K.D.S.S Wimalaratna– DIS/07/M3/1526
  • 23. Case Study Findings Case Use of formal Most focused steps (focusing Success/Failure of implementation change management on Kotter’s (1996) model) approach Case A No Steps 4, 5, 7 and 8 Successful Case B Yes Steps 1, 2, 3, 4, 7, and 8 Successful Case C No Steps 2, 4, 7and 8 Successful Case D No Steps 4, 6 and 8 Partially successful Case E No Steps 1, 2, 4, 6 and 7 Successful Case F No Steps 1, 4, 7 and 8 Successful Case G No Step 1, 4, 7 and 8 In general it is a success. But there are small failures. Case H No Steps 4, 7 and 8 Successful Case I No Steps 1, 4, 6, 7 and 8 Successful © All Rights Reserved 2010 Presented by: Eashani Rodrigo 23
  • 24. Focuses given to change process steps Eight steps change model (Kotter,1996) Overall Focus on each step Create Sense of urgency High Form powerful guiding coalition Medium Create vision Medium Communicate vision High Empower other to act on vision Medium Plan for and create short term wins High Consolidate improvements and more change High Institutionalize new approaches High © All Rights Reserved 2010 Presented by: Eashani Rodrigo 24 Average Characteristics (%) used corresponding step >75% “High”,Wimalaratna– DIS/07/M3/1526 K.D.S.S 50%-74% “Medium”, 10%-49% “Low”
  • 25. Success Factors according to the criticality • Communicate the vision. • Consolidate improvements and produce still more change. • Anchor the new approaches in culture and ensure that everyone understands that the new behaviours lead to corporate success. • Look for and advertise short term visible improvements. • Creation of change urgency among organization. • Assembling a powerful group of people who can work well together to guide the situation. • Empower others to act on the vision and getting rid of obstacles to change such as unhelpful structures or systems and people resistance. • Building a vision to guide the change effort with strategies for achieving it. © All Rights Reserved 2010 Presented by: Eashani Rodrigo 25
  • 26. Case Use of formal Most focused steps Leadership Styles used during Existence of Major IT Success/Failure of change (focusing on Kotter’s the change people implementations implementation management (1996) model) resistance approach during change Case A No Steps 4, 5, 7 and 8 Authoritative, Affiliative, Yes ERP system Successful Democratic Case B Yes Steps 1, 2, 3, 4, 7, Authoritative, Affiliative, No Inquiry system Successful and 8 Democratic, Coercive HR system Case C No Steps 2, 4, 7and 8 Affiliative, Democratic Yes Internet banking Successful system E-link system Case D No Steps 4, 6 and 8 Authoritative, Affiliative, Yes Intranet Partially successful Coercive. Case E No Steps 1, 2, 4, 6 and 7 Affiliative, Democratic Yes Core banking Successful system Case F No Steps 1, 4, 7 and 8 Authoritative, Affiliative, Yes SAP ERP system Successful Democratic, Coercive Case G No Step 1, 4, 7 and 8 Authoritative, Affiliative, Yes Core banking In general it is a Democratic, Coercive system success. But there are small failures. Case H No Steps 4, 7 and 8 Affiliative, Democratic Yes Core banking Successful system Case I No Steps 1, 4, 6, 7 and 8 Authoritative, Affiliative, No Core banking Successful © All Rights Reserved 2010 Democratic Presented by: Eashani Rodrigo system. 26
  • 27. Factors to improve the change process • According to most IT professional the factors to improve effectiveness of the change process: – Proper Leadership and use of appropriate leadership styles • To carry out the change management process and to avoid people resistance and to communicate change. – Proper structure • to make the communication effective and to support to the culture. – Culture that supports change • To avoid people resistance © All Rights Reserved 2010 Presented by: Eashani Rodrigo 27
  • 28. Objective 03 is Achieved Objective 01 Objective 02 Objective 02 Objective 03 Objective 04 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 28
  • 29. Develop a model - most appropriate leadership and IT change management process. ACHIEVING OBJECTIVE 4 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 29 E.P.E Rodrigo – DIS/07/M3/1538
  • 30. Case Study Findings Case Major IT Leadership Styles used during the Success/Failure of implementations change implementation Case A Authoritative, Affiliative, Democratic Successful ERP system Case B Inquiry system Authoritative, Affiliative, Democratic, Successful HR system Coercive, Pacesetting Case C Internet banking system Affiliative, Democratic Successful E-link system Case D Intranet Authoritative, Affiliative, Coercive. Partially successful Case E Core banking system Affiliative, Democratic Successful Case F SAP ERP system Authoritative, Affiliative, Democratic, Successful Coercive, Pacesetting Case G Core banking system Authoritative, Affiliative, Democratic, In general it is a Coercive success. But there are small failures. Case H Core banking system Affiliative, Democratic Successful Case I Core banking system. Authoritative, Affiliative, Democratic Successful © All Rights Reserved 2010 Presented by: Eashani Rodrigo 30
  • 31. Research Findings – Reasoning - Lack of a change supportive People Resistance culture - Lack of people focus in change management approach Avoid people resistance Change supportive culture Solution Focused on recreating their culture Adopting people oriented How? leadership styles during the change. © All Rights Reserved 2010 Presented by: Eashani Rodrigo 31
  • 32. Developed model change process Most appropriate leadership and managing the IT IT Change Management Model Initiation Authoritative , Affiliative, Democratic Create Sense of urgency Form powerful guiding coalition Create vision Communicate vision Adoption/ Adaptation Authoritative , Affiliative, Democratic Empower other to act on vision Plan for and create short term wins Consolidate improvements and more change Authoritative , Affiliative, Democratic Acceptance/ Routinization/ Infusion Institutionalize new approaches © All Rights Reserved 2010 32 Presented by: Eashani Rodrigo
  • 33. Objective 04 is Achieved Objective 01 Objective 02 Objective 02 Objective 03 Objective 04 Objective 04 © All Rights Reserved 2010 Presented by: Eashani Rodrigo 33
  • 34. Conclusions • When dealing with IT –driven organizational change: –Adopting people oriented leadership styles with a –People focussed change management process along with the –IT implementation process can make the IT driven change a success. © All Rights Reserved 2010 Presented by: Eashani Rodrigo 34
  • 35. Conclusions • To improve effectiveness of the change IT change Management Process Leadership – Leadership styles Change Supportive Culture Proper Structure © All Rights Reserved 2010 Presented by: Eashani Rodrigo 35
  • 36. THANK YOU © All Rights Reserved 2010 Presented by: Eashani Rodrigo 36
  • 37. RESEARCH TEAM Team Members : E.P.E. Rodrigo, H.M.G.L Samarathunga K.D.S.S Wimalaratna G.D.N Jayasekara K.M.S.S Somarathne Supervised by : Dr. T. Suraweera © All Rights Reserved 2010 Presented by: Eashani Rodrigo 37