The middle path: Dealing with transformation in Asia's information technology competitiveness experience

Abstract

While the past two decades of literature have managed to establish reengineering and retention of the status quo as the two alternate poles for corporate strategic planning, the consideration of these ‘All or Nothing’ tactics have resulted in a dearth of research in interim or more controlled strategies for business change. The majority of companies in Asia do not have the resources for rapid information technology (IT) or structural change; nor do they have reasons to implement such changes. Though they are not necessarily market leaders they do have a mandate for change, but such a mandate demands a more conservative and evolutionary development methodology. This paper discusses the issues which must be considered by such companies, reasons for choosing an evolutionary, middle-path development methodology, and strategies for effecting changes with limited resources. The paper concludes with a case study of the XYZ Corporation, a composite of 30 different companies, which attempts to describe many of the successful strategies applied by these companies in an attempt to improve their IT structures, increase their market shares, and maintain the flexibility which companies will need in order to survive in the future. It is hoped that this paper will serve as a prelude to further discussion of alternative business growth models for resource-limited organizations.