ITC

This document discusses ICT-enabled organisations and a model for change management. Some key points: 1. Many planned change interventions in the 1990s using approaches like BPR and ERP failed to achieve objectives or realize benefits, incurring high costs. This was often due to a linear view of change that ignored the emergent nature of change. 2. Interviews with consultants found that client ignorance of IT, vendor indifference to client needs, and consultants focusing on technical skills rather than strategic understanding contributed to IT project failures. 3. Two case studies showed how ICT could enable successful change: a bank used BPR and a web strategy to enter new markets profitably, though later struggled; an