Application of Change Models

Paper Summary:

The paper evaluates 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 attempts to define a change model that best fits with the level of change required and examines the human success factors critical for the project's success.

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:

"GE Lighting is in for major change both within its IT, sales, channel management, operations, manufacturing and services organizations, but even more critical, in their indirect channel partners' operations. The ability to impact and influence their indirect channels will be dictated by both their ability to define applications and functionality of interest, but also show how through use of their tools, GE Lighting resellers will be more effective selling and more profitable. The magnitude of change to any organization looking to create an outward-facing sales strategy that allows for orders to be captured from indirect channels including value-added resellers, distributors, dealers, and independent sales reps is critical."

Sample of Sources Used:

• Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on March 21, 2007: http://www.strategy-business.com/resilience/rr00006?pg=all
• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997). "The Matrix of Change: A Tool for Business Process Reengineering". MIT Sloan School Working Papers available on the Internet, accessed on March 21, 2007: http://ccs.mit.edu/papers/CCSWP189/ccswp189.html
• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1995). "Why Not One Big Database? Principles for Data Ownership." Decision Support Systems 15.4 (1995): 267-284.
• Davenport (1992) - Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press. October 1992.
• The Hard Side of Change Management (2005) - From the article of the same name. Harvard Business Review. October 2005. Harold L. Sirkin, Perry Keenan, and Lana Jackson.

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