IS strategy and implementation

Abstract

This short paper concerns the strategy, development and implementation of computer-based information systems in a medium-sized U.K. building society during the period 1981 to 1987. The Society experienced a dramatic improvement in its financial performance during the period under the leadership of its Chief Executive, with IS being central to the changes which took place. An outline case history is presented here, followed by some formal analysis of the case in terms of social context and process. Some conclusions are drawn on whether users 'got what they wanted' in this case, and on whether this is an appropriate focus for the development of information systems in organizations.A much fuller description and analysis of this case, including a later two-year period under a new Chief Executive, is given in the book referenced at the end of this paper.