A FRAMEWORK FOR MANAGING IT-ENABLED CHANGE

THE TRACK RECORD FOR INFORMATION TECHNOLOGY (IT) IMPLEMENTATION IS NOT VERY GOOD. MIT's MANAGEMENT IN THE 1990S program concluded that the b enefits of IT are not being realized because investment is heavily bia sed toward technology and not toward managing changes in process and o rganizational structure and culture. The authors draw on general chang e management literature to develop a framework for managing IT-enabled change. They argue that IT-enabled change is somewhat different from change driven by other concerns. Nonetheless, a number of models from the change management literature can be quite useful. Their framework provides a common language for managers implementing IT-based change a nd shows how technology, business process, and organization must be ad apted to each other for such change to be effective.