 Organizational transformationJohn Harvey ()
Journal of Financial Transformation, 2003, vol. 9, 55-62 Abstract: The 1990’s saw considerable amounts invested in new technology only to see the promised returns unrealized. The programs were often well planned, executed, within budget, and the functionality delivered was exactly what was expected. So what went wrong? Although the solutions are installed, the benefits are not realized. This manifests itself where solutions are not adopted, only partially used, or are not used as intended. This article examines behaviors that drive change. It examines guiding principles that can help to create a foundation for a change program, and tackles the most important issue of all, an organization’s capability to change. By suggesting ways of integrating a people change management program into a program of work it is expected that organizations will be better positioned to deliver on commitments and not just deliver ‘what’ was promised but also the associated benefits that were promised. Keywords: Transformation; financial institutions; people change management (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ris:jofitr:1331 Access Statistics for this article Journal of Financial Transformation is currently edited by Prof. Shahin Shojai More articles in Journal of Financial Transformation from Capco Institute 77 Water Street, 10th Floor, New York NY 10005. |
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