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Enterprise systems and ongoing process change

Thomas H. Davenport (Accenture Institute for Strategic Change, Cambridge, Massachusetts, USA)
Jeanne G. Harris (Accenture Institute for Strategic Change, Cambridge, Massachusetts, USA)
Susan Cantrell (Accenture Institute for Strategic Change, Cambridge, Massachusetts, USA)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 1 February 2004

Abstract

Enterprise systems packages have long been associated with process change. However, it was assumed that most organizations would simultaneously design and implement process change while implementing the systems. A survey of 163 organizations and detailed interviews with 28 more suggests that enterprise systems were still being implemented even among early adopters of the technology, and that process change was being undertaken on an ongoing basis. After the prerequisites of time, critical mass of functionality, and significant expenditures were taken care of, the factors most associated with achieving value from enterprise systems were integration, process optimization, and use of enterprise‐systems data in decision making.

Keywords

Citation

Davenport, T.H., Harris, J.G. and Cantrell, S. (2004), "Enterprise systems and ongoing process change", Business Process Management Journal, Vol. 10 No. 1, pp. 16-26. https://doi.org/10.1108/14637150410518301

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited