Changing gears : the strategic implementation of technology / James Carlopio.

Format:

Book

Author/Creator:

Carlopio, James.

Language:

English

Subjects (All):

Technological innovations.

Physical Description:

xii, 200 pages : illustrations ; 25 cm

Place of Publication:

Houndmills, Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2003.

Summary:

The focus of this book is upon the implementation of new technology, strategy, business models, and new innovations. It takes a social-psychological perspective on the management of change and technology/strategy implementation and crosses the boundaries of change management, technology implementation, and organizational strategy.

Contents:

Part I Strategic Preparation

Chapter 1 Strategic Knowledge and Awareness: New Business Models and Emerging Workplace and Technological Innovations 3

The Internet and Emerging Business Models 3

Blown to bits: the Real Impact of the Internet 9

Analysis of Competitive Forces 14

Analysis of external competitive forces 14

Analysis and selection of internal competitive forces 15

Business Models and Intangible Assets 19

Chapter 2 Matching and Selection: Analysis of Workplace and Technological Innovation 21

Scenario Planning, Development and Analysis 21

Technology, scenarios and strategy 23

The scenario learning process 26

Technology Planning, Analysis and Selection 35

Risk analysis 40

Appendix Tools for Scenario Learning 46

Chapter 3 Decision: Technology Acquisition 49

Strategy and Decision-Making: Is Strategy Decided Upon, or Does it Emerge? 49

Strategy is designed versus strategy is emergent 50

Strategic Decision-Making 51

Programmed versus non-programmed decisions 51

Individual versus group decision-making 52

Perceptual and judgemental factors affecting decision-making 53

Business Case Analysis 55

A Cost Typology for Information Technology 57

Human Due Diligence 62

Readiness for change assessment 63

Part II Implementation

Chapter 4 Knowledge and Awareness 69

Communication for Change 69

Remember national culture 70

How Great Leaders Communicate 71

The importance of communication 71

Communication strategy 76

Dealing with the Past and Emotions 77

Emotional intelligence at work 78

Issues for Implementation Success 80

Education and training 81

Top-down or bottom-up? 83

Prototyping and/or pilot projects? 83

Chapter 5 Segmenting the Internal Market 85

Micro-Level Internal Market Segmentation 87

Innovation analysis: stakeholders' perceptions 87

Innovator analysis: stakeholders' innovativeness 89

Macro-Level Internal Market Segmentation 92

Organisational culture 93

Organisational structure 101

Chapter 6 Persuasion, Decision, Commitment 107

Resistance, Compliance, Commitment 108

Commitment to change 108

Resistance to change 109

Stress, Pacing and Celebration 113

Existing Reward and Recognition Systems 116

The Science of Persuasion 119

The principle of reciprocity 121

The principle of social proof 122

The principle of liking 122

The principle of consistency 123

The principle of authority 123

The principle of scarcity 123

The principle of emotion 124

The principle of imitation 124

The principle of perceptual contrast 124

Chapter 7 Roll-Out 125

Technical Training 125

System Conversion 126

Project Change Management 127

The roles and skills of project managers 130

How organisational change fits into project management 133

Some common project problems 136

Chapter 8 Confirmation: The Measurement of Change 140

The Importance of Measurement 140

What Should We Measure? 141

A Balanced Measurement System 147

Financial measures: measuring the costs of change 147

Non-financial measures: measuring the effects of organisational change 151

Linking Strategic and Operational Measures 154

When to Measure: Feedback and Measurement 156

Beyond Balance 157

Chapter 9 Beyond Implementation 159

Project Termination or Continuous Improvement? Cutting your Losses 159

Continuous Improvement or Radical Innovation? 161

Trial and error: innovation via experimentation 163

Hubs and clusters: innovate via collaboration 164

Organisational culture: innovate via trust, creativity and communication 169

Beyond the Strategic Implementation of Technology 171

Enter chaos and complexity theory 173

What is complexity theory 173

Simple strategic rules 175

What simple rules are not 180

How to develop simple strategic rules 181.

Notes:

Includes bibliographical references (pages 183-191) and index.

ISBN:

1403904820

OCLC:

50725113