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Market‐led systems development: when customers become users

Stuart Maguire (The Management School, Sheffield University, Sheffield, UK)
Udechukwu Ojiako (Division of Project Management, University of Northumbria, Newcastle upon Tyne, UK)

Industrial Management & Data Systems

ISSN: 0263-5577

Article publication date: 14 March 2008

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886

Abstract

Purpose

There has been a great deal of interest in ensuring that organisational strategy is successfully implemented in order to meet business objectives. More recently, reports of the failure of information systems and technology (IS&T) projects have become more regular and the reported failures more spectacular. This has added to a growing perception that IS&T implementation approaches currently utilised are struggling to add value to customers and users, leading to calls for a re‐think of how IS&T is introduced into organisations. This paper seeks to develop a customer experience strategy which will give a key group of stakeholders, customers, a major input in the IS&T development process.

Design/methodology/approach

The approach taken to examine IS&T implementation at this stage of the development of this theme is empirical. The failed introduction of a new IS&T system in a major service organisation in the UK is used as a case study. Data were gathered from 22 face‐to‐face interviews with key stakeholders in the IS&T project.

Findings

The paper finds that the failure was driven by a number of factors, including poor project management and a lack of understanding of how systems can negatively affect organisations and customer relationships. The paper re‐emphasises the need to ensure that customer and user perceptions are taken into consideration during any major systems introduction project. An interesting aspect of these systems is that a version is being used today by the organisation.

Research limitations/implications

The customer experience journey (CEJ) framework will be improved by being validated within another organisation.

Practical implications

The paper recognises that, in the future, a clear framework to support the CEJ needs to be well thought out before a major systems introduction project commences. This is increasingly important as many roll‐outs are trans‐national and involve customers and supply chains.

Originality/value

The paper contributes to work practice relating to customer‐driven IS&T service introduction.

Keywords

Citation

Maguire, S. and Ojiako, U. (2008), "Market‐led systems development: when customers become users", Industrial Management & Data Systems, Vol. 108 No. 2, pp. 173-190. https://doi.org/10.1108/02635570810847563

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited