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Managing IT Related Change

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Managing IT Related Change

  1. Executive Summary

The change management report focuses on the IT system related change applied by MIL group of companies. The problem adheres to business unit levels in the company, using ONLY stand alone systems. IT planning for application is the one desired by MIL to take effect as soon as possible. The framework caters to concepts and ideas supported by various proponents namely, Venkatraman’s (1994) IT enabled business transformation, Benjamin and Levinson’s (1993) framework for managing IT enabled change and the change framework of choice catering to Jukic, Jukic and Velasco’s (2009) enterprise information systems concerning change, adaptation and adoption that MIL group of companies can compel change awareness from and engage in the complete process of change within the organization.

There has been implementation of a rigorous internal integration of IT capabilities in an unformatted approach (Venkatraman, 1994; Benjamin and Levinson, 1993). There allow internal integration of IT based change initiatives, catering to information systems strategy, change, and other MIL management issues, to strengthen MIL enterprise systems role and position, to keep internal integration on an influential standing. The change frameworks can be of compelling awareness to IT enabled change intended to boost up various business areas and units at MIL group of companies.

  1. Problem Description

MIL Group of Companies, as each unit has different managers and/or directors that handle the operation. In the Direct Imports, the in charge director and/or manager bids online or via phone for the vehicle, that is supported by two assistants in order to get the vehicles shipped to New Zealand. Each unit uses some desktop PC and few laptops, together with mobile phones. The groups are using different software or application to manage their daily operation.  The main problem is that each and every unit has a standalone system, or each unit is operating by their own, in terms of system use. As a result, the company is currently planning to invest in Information Technology (IT) in order to streamline its operations and businesses all over New Zealand in order to reduce the costs, increase efficiency, connect all units, centralized its operations including the process of administrative and finance aspects etc. 

The change environment at MIL group of companies can place an illusive reality towards running out initiatives for IT enabled change. The problem lies in a lack of modern updates to technology usage centering only on the use of some desktops and laptops by the majority of business units. The mismanagement of network integration and its systematic flows meaning, not too much IT application is realized thereunto. There should be business level delegation of staff roles so that enterprise information systems change will be substantial for MIL and the need to fully embrace change to overhaul issues on technology tools used by the companies.

  1. Identification of Change Type

There should be internal integration of IT based systems and applications within the companies, in order to upshot matters of stand alone systems the companies used in the first place. Internal integration of change will be relevant to tackle on more salient matters within the areas and business unit levels from wherein proper coordination of roles of managers and executives are served in actual standing and frame. This internal integration change is found in the level two framework indicated by Venkatraman (1994). There is a need for MIL group of companies to redirect IT capabilities in a systematic approach wherein the companies can uniquely served its individual specifications without problems of enterprise systems as internal integration will work well upon networks that transmit information on a universal stature despite various location sites. Thus, placing weight to the functional lines at MIL which is assumed by its limited IT resources to precisely embrace change and its factors. There is a need for MIL to resolve issues on technical interconnectivity as each of the business units are working on their own means and not as group in action and in synergy. IT related communication is not direct and barriers to change is at risk upon allowing of slow paced system to control over the situation. There is need to utilize enablers and inhibitors of the transformation, IT systems execution should be well structured at MIL.

The business process should integrate in all aspects of the transformation. In technological enablers, use of IT based tools should be seen, the connection is though a unified online database systems leading to business unit awareness and leadership imposed by change effectiveness, a sign of organizational enabler. Then, technology inhibitor recognition as MIL lacks full internal IT system integration by allowing stand alone systems to work with them in the past. The lack of business unit communication standards due to limited technology based application and online based cues and the need to take control organizational inhibitors. MIL should gain wisdom that it is a no-no for the companies to resist change if it adheres to the general good and not allow to get caught up by constraints and financial err that may prevent MIL on adopting to IT enabled change (Venkatraman, 1994).

  1. Identification of Change Approach

The change approach is geared towards the framework of Benjamin and Levinson (1993) in support to the type of change which caters to Venkatraman (1994) internal integration of IT aspects which was known in level two of Venkatraman’s change framework.  The approach will adhere to the rigorous implementation of information technology systems in all MIL business units not just in operation, production but even to HRM and logistics and many others. Changing MIL system operation from traditional way to unformatted way that there should be a systematic paradigm leading to MIL information database into process as well as products and or vise versa. There should be adequate and effective control of enterprise information systems in connection to internal IT enabled change integration. The business process then should go along with information received by the executive that is passed on for counsel determination of workers that allow change principles to at the successful tone.

Through framework imposed by Benjamin and Levinson (1993), it is very realistic to say that IT is changing the way people work and if this is the case, unformatted approach will be substantial for MIL business unit levels placing work synergy and ample delegation on a proper informative database which can go online. In addition, MIL executives and managers are important assets in this overall management process since, the change approach is on a mediocre level meaning, the approach can be increasing and moving further depending on the performance and effort given by MIL executives and managers in realizing the ideal coverage of internal change integration towards enterprise information systems to be adopted spontaneously in all business areas and levels at MIL. The approach to change from proponents Venkatraman (1994), Benjamin and Levinson (1993) and the like. The change framework can identify basis of doing effective roles within the company, MIL group of companies will then recognize the need and benefit of conceptualization and is willing to examine leadership competence as well as strategic routes wherein IT systems are welcome and applied.

The existing information systems before actual change and adoption process takes place has been willing to put the time and effort required to follow the steps of the framework presented thereunto. The company can believe that the imperative step is for MIL group of companies to be aware of the need for process and system conceptualization at multiple levels. Subsequently, each unit within the company need to seek combination of useful method that fulfill MIL group of companies specific needs in feasible sense. The development of powerful and flexible information technologies are converging to create an impetus for major change in the structure, function and process of MIL group of companies. Internal integration of IT capabilities at MIL will imply effective IT application planning. The internal implementation is to change MIL systems approach on a positive and productive manner.

  1. Analysis of Proposed Change

The change is ideally on the internal integration of IT systems for MIL upon transformation putting traditional on the shelf and adopt to a more information intensive approach. There needs proper management of internal integration of IT from views coming from proponents, Jukic, Jukic and Velasco in the year (2009) as there has been IT weight and its change patterns which is appropriate to reality of modern approach. The change framework can astound to principles behind IT applications as well as unformatted database and control then, by applying and testing it in range of MIL operations thereunto. The successful implementation of IT-enabled change requires good management of MIL companies change process and of various sources of resistance that accompany the change. MIL companies managers to gradually understand dynamics of organizational processes is an important objective for IS and IT educators. The potential of multimedia and technology tenets to provide MIL companies managers with realistic experiential learning environments.

There accounts to hierarchical MIL companies experience with the adoption and use of an adaptive information technology, IT workflow application (Jukic, Jukic and Velasco, 2009). The perspective on change process and assesses, IT structure and culture that were enabled by the introduction of IT systems application. Thus, change can occur in MIL companies and that improvisations and adaptations can occur in MIL which adopt adaptive IT provided that ongoing support for change management is forthcoming. There is correlation between customer dissatisfaction and the emergence of improvisations regardless of change path. Thus, information technology process is a means of levering the power of information technology to change organizational processes radically resulting in substantial improvements in corporate effectiveness and efficiency.

Some of great opportunities for organizational improvement using IT are associated with the support of processes that cross functional boundaries. For MIL companies’ improvement, it is important to recognize that there are both process risks associated with business process redesign and structural risks associated with crossing functional boundaries. Using a model that relates the risks and rewards of IT enabled change and reports on the experience of 59 organizations. MIL companies tend to emphasize either IT based functional business process and or automation based projects. However, the level of Jukic, Jukic and Velasco’s (2009) analysis refer to the entities about possible structures for good theory about the role of information technology in organizational change, only few of structures can be seen in current theorizing. Increased awareness of the options, open discussions of advantages and disadvantages, explicit characterization of theoretical statements. MIL companies will be able to promote development of better change assumption through IT system overlooking (Jukic, Jukic and Velasco, 2009). Refer to the below table to understand more on the latter proponents framework regarding change and its management.



System view

Process view

Current and Future Process

and System Conceptualization


Urgently needed and be implemented for internal integration and unformatted control of IT capabilities


Ideally needed to serve properly IT based change

Observed outcome factors



1. Ex ante measure of success

Direct: Financial and operations metrics at MIL along with business leadership and transformation

Indirect: Stand alone systems change and change of process that indirectly affect IT capabilities

2. Progression of the decision

to change

Single based and team based events in a timely manner

Feasible and spontaneous

3. Main decision driver

Realizing that stand alone systems application would not work effectively at various business units

Needs understanding of running IT application as well as planning to act on change for system bases

4. Probability of the fit between

adopted systems and

organizational goals

Moderate to high

Low to moderate

5. Likelihood of problematic

organizational adaptation

to software



Observed inhibitors



6. Level of internal IT staff

involvement in the process

planning stage



7. Internal IT excellence,

strong IT leadership, and

understanding of organizational

structure and



Moderate to high

8. Key decision makers

External: IT experts, change management planners and overall business consultants

Internal: CEO, board of directors at MIL, executives and management team


Table: System against process view of information systems change

Source: some ideas from Juric, Juric and Velasco (2009), p. 70


There might cause possibility of problematic adaptation to software where MIL find trying to change their processes to fit the chosen software even in cases when some of their processes do not benefit from the required changes. Thus, each business units at MIL should have formal evaluation process and study the implications for its own competitive position. Resources demand technical competency and detailed understanding of organizational processes and structure. The system view for change and adoption of information systems often explicitly or implicitly relinquish the key decision making authority at MIL. MIL may not undertake formal conceptualization of processes and systems on multiple levels prior to decision process or change upon using of innovative system.

Juric, Juric and Velasco’s (2009, p. 70) framework ties the managerial vision that is centered on strategic goals and specific business outcomes  with precise consideration of concrete business process, Juric, Juric and Velasco (2009, p. 71) framework to transform transforms itself into specifications for changes of the system and system components. Juric, Juric and Velasco (2009, p. 72) framework is designed as a sequential set of activities centered on the questions of fit among organizational goals, processes, and systems. Thus, recognizing the need and benefit of conceptualization and is willing to examine its organizational strategy, business processes, and its existing information systems before the actual change and adoption process takes place. The initial step is for MIL to be aware of the need for business unit levels and IT based system conceptualization respectively. MIL group of companies need to seek combination of ways that fulfills internal integration of IT based specific needs in a practical manner.


Indeed, MIL group of companies need to have ways of social communication and how to manage change and strategies to avoid resistance to change in terms of social perspectives within the business and as point of view. MIL companies are changing its IT based system, good change management is crucial as it's not really that easy to make a loss from sudden, unplanned changes.  There has an actual change arising from MIL group of companies when it comes to their supply chain management. MIL group of companies will need to expand IT application on web usage that includes electronic business function. The new online system is designed to provide customers with a cost effective alternative to traditional parts ordering. It features accurate pricing as well as host of user friendly tool including comprehensive online parts catalogs, convenient search and web links in order to help MIL customers accelerate and track product orders. 

The framework of MIL group of companies was based on competencies, which contribute to the timely and accurate implementation of internal integration of IT systems, relevant software and protocol (Venkatraman, 1994). The core component of MIL group of companies do improve IT system implementation timeline ensuring imperative steps to strategically adopt to change. MIL group of companies take advantage of proven practices, utilizing best practices keeps the implementation process in alignment with proven and trusted practices, delivering desirable unformatted databases, processes and control over information and the synchronization domain of IT capabilities which assume direct change initiatives for MIL overall business operations (Venkatraman, 1994; Benjamin and Levinson, 1993).

In addition, change management is essential at MIL, each development transform old system to an innovative one. Innovative process and system demand change inside MIL group of companies, managing the adoption and change of internal integration capabilities which has been essential to the overall success of MIL and its plan for unformatted approach on business units and level (Venkatraman, 1994; Benjamin and Levinson, 1993). The transforming of manual paper works and other tasking, updating business network designs, utilize new enterprise information system to basically adhere to change process such as by acquiring of standard networking sites within the company. Thus, also transforming job description and reporting roles to remove layers and improve MIL communication and salient resources. To train MIL staff to use the system, ease any cultural change aversion, improving the way MIL group of companies find components and deliver well to customers (Jukic, Jukic and Velasco, 2009).

The MIL group of companies benefit from having major source of IT system and have updates on other competencies for strategic success. MIL group of companies can build private website for communicating with customers and suppliers, MIL group of companies may want to pull information from ERP and supply chain application together to present updated information about orders, payments, manufacturing status and delivery (Jukic, Jukic and Velasco, 2009). Suppliers wouldn't have to guess how many raw materials to order and manufacturers wouldn't have to order more than they need from suppliers to make sure they have enough on hand if demand for their products unexpectedly goes up as retailers would have fewer empty shelves if they shared the information they had about sales of manufacturer's product in all their stores with the manufacturer. Unformatted as well as automation milestone for MIL group of companies will be hard because complexity extend beyond MIL group of companies changing plans (Venkatraman, 1994).

MIL will need to change the way they work, adding effective network designs. Forecasters and planners need to understand that the first bits of information they get from system might need some tweaking. If MIL staff are not warned about the system's initial naiveté, they will think it is useless. Furthermore, MIL group of companies should distinguish between basic needs, such as delivery on time and advanced functions, the needs are attained and are mandatory, whereas advanced needs give a competitive advantage. Thus, critical to internal integration of IT systems and its known success and such process of change upon establishment of support has to be in line with strategic goals of MIL group of companies (Jukic, Jukic and Velasco, 2009). Then, there has to be continued change and through open communication at MIL group of companies, reinforcement and motivation works.

  1. Discussions

Venkatraman (1994, p. 81) have indicated that, ‘any systematic attempt to reposition a firm has implications for the firm’s business scope”, then MIL should adhere to the standards and assumptions of any repositioning stature that inclines positive change towards the overall IT process and system adopted by the company. The possibility of internal integration of IT capabilities through leveraging means can be at large indication wherein strategic alliances can act, think and move freely according to business ways and principles pointed within the business. There is about internal integration of information technology capabilities (Venkatraman 1994, p. 76) that assume linkage to suppliers that will enhance learning in IT enabled change cues and other matters. There is importance of knowledge leverage that lead to effective MIL information systems adaptation focusing on the overall improvement within usage of updated IT applications for easy and fast interaction, communication and integration.

Meanwhile, Benjamin and Levinson (1993 pp. 22-25) indicated certain useful move that will help MIL management on its realization as well as execution of internal IT capability and power that fits into the reality of business situation. MIL will keep up to the demands of the business and successfully embrace change, putting competence values that will bring about effective and trusted products and services. In changing MIL mostly towards IT systems and its functioning, business network redesign can be the substantial factor for the company to effectively transform and manifest changes into action.  The IT enabled change will strengthen good relations and increase rapport among managers, executives and staff working at MIL companies since, IT updates and usage are at the front line of MIL overall business environment. The usability, availability and coherence of advanced IT base will keep activities at MIL on sequence, proper organization and delegation of job roles and responsibilities will soon follow (Benjamin and Levinson, 1993 pp. 22-25).

Indeed, MIL is more likely the same with hierarchical company and upon IT execution as such for overall monitoring and automation of services MIL provides, IT enabled change will then complement job descriptions and authority ranking put in a transition mark within the company. IT acquaints a helpful and effective role of MIL management that responds to change and its afflictions (Benjamin and Levinson, 1993 pp. 27-30).

Moreover, Jukic, Jukic and Velasco (2009) has noted an ideal change of did integrating tools for business process and the assimilation of unformatted tenets that set in MIL management in full gear as change on IT capabilities will help the company determine how quickly the change must proceed regardless of place, sites and new systems to apply. In considering the change within MIL companies, in lieu to matrix indicator the change will also provide unique and guidelines useful in assuming effective and feasible change management found within the company’s desire to improve and change for the better. There is a need for MIL companies to choose redesign team members along with knowledge of functions that go hand in hand with objectives and ability of MIL to have a secured support of the function, (Jukic, Jukic and Velasco, 2009) in recognition of internal IT based systems that deal with change drivers and domains on an important note. The consideration of MIL information systems that fulfill and keep goals at MIL in timely manner and approach, and move to systems interaction that keeps standards and computer technology updates on a higher inclination and assimilation.

Change management to be adopted by MIL companies can be most useful to the managers and executives allowing award winning skills and performance to happen and by being advocates to appropriate change frameworks, the rest of MIL management can allow stronger force in them to always give the best shot in everything so that possible failure to change implementation at MIL companies can be minimal and more on the successful side. The change management at MIL companies does not only happen in business but increasingly also in some stature, internal integration of IT based change at MIL companies may assume global phenomenon stature. The change has invited ample possibilities of risk as well as uncertain future for the company, so having in such compelled reason for change and IT enabled direction will be on a crucial state (Benjamin and Levinson, 1993). MIL companies’ managers seem to be much aware of the changes in IT based environment in competitive standing as MIL companies may be under pressure and competition, challenging stance as MIL change initiative can argue that the decision for innovative strategy is not a choice but a driving necessity. MIL companies just have to change at the times, there are driving forces and there is need for change. The unformatted way of internal IT integration towards change will serve as evidence with justification for information, control as well as database change upon challenging existing values and interpretative enterprise systems schemas for MIL to be successful.

Therefore, it is important that MIL change leaders take the time to define for and communicate to their teams which things will change and which will stay the same. Thus, if change at MIL involves the process of taking the company on journey from its current state to a desired future state and dealing with all the problems that arise along the journey, then change is about leadership as well as management. MIL group of companies may find it difficult to allow change as there maybe a feeling of indifference, nothing changes if not applied and the IT enabled change impacts the overall team performance and will keep change on the right base. Thus, there can be assumption that one staff will assume of not losing his job, little things will change, MIL proper management will make some mistake options and will go back to square one. It is the MIL team may not be able to adapt to the new order and it is therefore the responsibility of the leaders to improve people's change capabilities. The possibility of resistance to change can be cast as negative yet backward looking which can deal with inappropriate reaction at MIL companies (Jukic, Jukic and Velasco, 2009)

MIL companies need to minimize the effects of IT based change resistance. Techniques such as effective communication of the justification behind the changes or involvement strategies are typical of the positive measures that have been used. Thus, more negative approaches might include threat, disciplinary action for the resisting organization members. MIL company observer may perceive that managers are well qualified and of high ability when they are using the latest techniques, such as adaptation of total quality management in lieu to IT application empowerment, respective of actual degree of internal integration effectiveness for allowing an unformatted way to rule over the traditional way.


Benjamin, R. and Levinson, E. (1993). A Framework for Managing IT Enabled Change. Sloan Management Review, Summer 1993 ABI/INFORM Global p. 3

Jukic, B. Jukic N. and Velasco, M. ( 2009). Enterprise Information Systems Change, Adaptation and Adoption: A Qualitative Study and Conceptualization Framework. Information Resources Management Journal, 22(1), 63-87, January-March 2009

Venkatraman, N. (1994). IT Enabled Business Transformation: From automation to business scope redefinition. Sloan Management Review, Winter 1994 35:2 ABI/INFORM Global p. 7




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