Abstract
Implementations of new technology in large organizations are often plagued with delays and dissatisfaction among customers, employees, and management. At Capital One, group decision theory was used to provide an assessment of the risks of three implementation strategies from a company-wide perspective, along with the risks to each of the stakeholder groups within the company. The analysis revealed that each of the three alternatives would negatively affect one or more of the stakeholder groups, leading to the development of a new implementation strategy which allowed for a successful rollout avoiding delays that plagued other banks implementing the same technology and improving both employee and customer satisfaction.
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