This paper explores how business process management changes organizations using GE Lightings as an example.
Written in 2007; 2,671 words; 6 sources; MLA; $ 80.95
Paper Summary:
The paper attempts to evaluate the magnitude of changes required to design, install, maintain and perfect the use of GE Lightings' partner relationship management (PRM) order capture system. The paper defines the magnitude of the change required to transform the foundational elements of an IT project into an ongoing and valued business strategy. The paper examines a change model that best fits with the level of change required and looks at the human success factors critical for the projects' success. Finally, the paper discusses contingency strategies for managing resistance to change.
Outline:
Magnitude of Change Inherent In These Strategies
Change Management Model Selection
GE Lightings' Change Management Plan
Measure, Monitor and Modify Change Management Strategies
Contingency Strategies
Conclusion
From the Paper:
"What is critical to realize is that any IT project, when it is successful in changing processes and becoming an integral and ongoing part of a company's approach to doing business, becomes a foundation for business strategies in the future. In effect a successful implementation of an IT strategy becomes the new norm or baseline by which companies build upon to increase their competitive advantages. The transition of IT projects into ongoing business strategies is a vitally important link in any company, and for one looking to change not only internal behaviors regarding how indirect channels are supported through a PRM system but also how order status is requested and fulfilled, and how orders are entered, requires significant change."
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