This study is based on a single case organisation from the energy sector, providing an assessment of its global strategic change programme implementation within Europe, giving consideration to the global context of the organisation. This makes particular reference to business model changes, business process reengineering, restructuring as well as the implementation of an Enterprise Resource Planning system. This paper presents preliminary findings from the study, providing insight into useful practices relating to the management of such an extensive change programme, considering various programme levels and organisational dimensions, with specific reference to: - Identifying critical success factors for successful implementation - Identifying prerequisites for programme monitoring and evaluation - Operational priorities for programme monitoring and evaluation. The study has potential interest for both academics and practitioners involved in managing strategic change and monitoring change implementation and its value centres around addressing issues raised by decision-makers responsible for significant change implementation.
|Published - 2013
|British Academy of Management Annual Conference: Managing to make a difference - Aintree Racecourse, Liverpool, United Kingdom
Duration: 10 Sept 2013 → 12 Sept 2013
|British Academy of Management Annual Conference
|10/09/13 → 12/09/13