A change management approach to evaluating ICT investment initiatives

Abstract

PurposeDespite the availability of methods and techniques designed to assist with predictive and retrospective evaluation of ICT initiatives, management continues to struggle to perform meaningful evaluations, and the measurement of ICT investment payoff remains a challenge. A recurring problem associated with failed ICT‐based investment is poor change management. This paper aims to focus on the value of understanding the change management aspects of ICT investments.Design/methodology/approachA framework was developed from a study of the change management literature. An empirical investigation involving a qualitative case study approach was then conducted in order to assess the efficacy of the framework during the evaluation process.FindingsBusiness benefit from ICT is likely only when ICT investment is accompanied by appropriate change management skills. The study highlights the particular importance of communication, championing and change agency, resources, and the project timescale.Research limitations/implicationsResults were generated from a single case study. It is also acknowledged that it is unclear what impact (if any) a parallel project had on the project under investigation.Practical implicationsThe paper highlights the value of effective change management, placing particular emphasis on effective communication during all stages of a project.Originality/valueThe paper explicitly employs change management techniques in order to identify potential problem areas. It recommends longitudinal research be conducted in order to employ the framework during both ex ante and ex post evaluation for a single initiative.