The case of “Med-Global”: IT-enabled innovation and implementation by non-IT business unit leaders

Abstract

Purpose

This case describes three strategies that CIOs and C-level executives can utilize to successfully involve non-IT managers to achieve IT-enabled business transformation: create buy-in for a compelling IT-enabled business transformation vision, develop a strong, centralized change management function for IT-enabled transformation and develop a strong non-IT business leadership team.”

Design/methodology/approach

This case illustrates how CIOs of mid-size companies can lead a successful ERP system implementation by skillfully empowering their mid-level non-IT managers.”

Findings

The case of “Med-Global,” a global mid-size organization, offers an example of how CIOs and other senior IT executives successfully teamed up with their non-IT business managers.

Practical implications

Not long after the ERP system installation was complete ‘Med-Global’ was named by Fortune in its list of ‘The 100 Best Companies To Work For.’

Originality/value

For three years, Yeliz Eseryel, a Management Information Systems researcher at the College of Business, East Carolina University, observed the implementation of a new company-wide IT system at a mid-sized medical diagnostic equipment company at the invitation of its senior management. During the implementation process, the author did first-hand research while working on many different Enterprise Resource Planning teams. Working as a member of the team, the author became a participant observer of the change process.

Citation

Eseryel, U.Y. (2019), "The case of “Med-Global”: IT-enabled innovation and implementation by non-IT business unit leaders", Strategy & Leadership, Vol. 47 No. 2, pp. 43-48. https://doi.org/10.1108/SL-01-2019-0013