This article examines what it is that managers actually do to successfully lead IT-enabled change. It is based on a three-year case study of the practice of leading IT-enabled change in the global telecommunications company Ericsson is based. This organization managed to successfully change their finance and accounting by an independent structure of numerous local finance and accounting organizations with their own IT systems and their own way of doing things in an interdependence … Read more »

This article examines what it is that managers actually do to successfully lead IT-enabled change. It is based on a three-year case study of the practice of leading IT-enabled change in the global telecommunications company Ericsson is based. Managed by the organization to successfully change their finance and accounting enabled by an independent structure of numerous local finance and accounting organizations with their own IT systems and their own way of doing things in an interdependent global network of shared service centers through a single information system . Based on these and other studies, this article develops a common framework for IT-enabled change, which provides important guidelines to improve practice leaders.
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Einar Iveroth
Source: California Management Review
19 pages.
Release date: 01 November 2010. Prod #: CMR473-PDF-ENG
Inside Ericsson: A framework for the practice of the leading IT-Enabled Change HBR case solution

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