Changing the Old Order: Sequencing Organizational and Information Technology Change to Achieve Successful Organizational Transformation

Changing the Old Order: Sequencing Organizational and Information Technology Change to Achieve Successful Organizational Transformation

Chris Sauer (The University of New South Wales, Australia)
DOI: 10.4018/978-1-59904-408-8.ch012
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Abstract

This chapter describes the transformation of the motor vehicle registration and driver licensing business of the Roads and Traffic Authority of the Australian state of New South Wales. At the heart of this transformation which took place between 1989 and 1992 is a system called DRIVES. The project was innovative in the technology platform it devised and in the CASE technology it used to build the application. The new system has paid for itself at the same time as transforming the Roads and Traffic Authority’s way of doing the business. In addition it has generated new strategic opportunities. The iterating sequence of steps, or looped path, by which the Roads and Traffic Authority achieved its organizational transformation is compared with the more traditional top-down path. The looped path helps prepare the organization for the information technology change, makes risk more manageable by reducing the dependence between steps in the path, and leads to strategic benefits after the organizational changes have been mastered. Thus, we say that the particular order in which change was undertaken led to the new organizational order.

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