Over the last 25 years, it’s reported by academics and experts that there were around 70% failure rates when change process was initiated at an organisational level. This was considered to be subject to the fundamental flaws regarding to the framework, which prevented a successful change of management. Even though it was difficult to identify any consensus regarding the framework, but they agreed on two main issues. Firstly, the pace of change has never been greater than in the current business environment and secondly, change that’s caused internal or external factors comes in all shapes, forms and sizes and affects all organisations. (Balogum and Hope Hailey, 2004; Burnes, 2004; Carnall, 2003; Kotter, 1996; Luecke, 2003)
There are three categories …show more content…
Earlier management theories and approaches on organisational changes suggested continuous change would be ineffective and not improve performance (Rieley and Clarkson, 2001). Instead it was argued people should be doing repetitive work in order to be effective. However in recent studies it has been changed it’s vitally important for an organisation to ensure a continuous change (Burnes, 2004; Rieley and Clarkson, 2001), and the continuous change itself can become a routine, as people tend to adapt to those changes quickly. Otherwise the organisation wouldn’t be able to keep up-to date with recent technology, and also gain a competitive advantage in the market. When changes come about it’s predominantly dominated by two approaches, which are planned and emergent change. There are no clear and practical approaches to an organisational change, the planned approach takes into consideration to explain the business process that will be brought in (Burnes, 1996; Eldrod II and Tippet, 2002). However the emergent approach is a continuous and flexible process of …show more content…
The case study has shown how the use of IT governance can make drastic changes to an organisations business strategy, and by doing so in accordance to the applicable theories and approaches on how to implement those
There are three categories …show more content…
Earlier management theories and approaches on organisational changes suggested continuous change would be ineffective and not improve performance (Rieley and Clarkson, 2001). Instead it was argued people should be doing repetitive work in order to be effective. However in recent studies it has been changed it’s vitally important for an organisation to ensure a continuous change (Burnes, 2004; Rieley and Clarkson, 2001), and the continuous change itself can become a routine, as people tend to adapt to those changes quickly. Otherwise the organisation wouldn’t be able to keep up-to date with recent technology, and also gain a competitive advantage in the market. When changes come about it’s predominantly dominated by two approaches, which are planned and emergent change. There are no clear and practical approaches to an organisational change, the planned approach takes into consideration to explain the business process that will be brought in (Burnes, 1996; Eldrod II and Tippet, 2002). However the emergent approach is a continuous and flexible process of …show more content…
The case study has shown how the use of IT governance can make drastic changes to an organisations business strategy, and by doing so in accordance to the applicable theories and approaches on how to implement those