Modelling change management and risk management in a financial organization due to information system adoption

Abstract

Purpose: Organizations, being the competitive kind, aspire to rationalise, innovate and streamline their processes. Business Process Reengineering (BPR) is an attempt to adapt and readjust themselves to the changing conditions and requirements of the people. Irrespective of the reengineering programme or the modelling technique, BPR focuses on organisational and process changes. Change Management involves taking care of organisational changes which may, at times be difficult to accomplish. Most attempts made in modelling change management address the nature of changes without addressing the reason for the changes made and how they will affect the organisation’s conditions. This paper also attempts to address the risk involved in implementing enterprise resource planning (ERP) in an organisation undergoing change. This technique explores the various vulnerabilities and opportunities of risk associated with re-engineering.

Design/methodology/approach: An actor dependency technique has been used to analyse and model early phase requirements of change management and then addressing consequent risks involved in an organisation. This model explains insights, intents and rationales behind the entities and behaviours.

Originality: i* modelling technique has been used not only for demonstrating changes but also for reengineering the entire proceedings and manoeuvring of tasks. Certain plans and solutions have been suggested in the end for problems that already existed at that time, and the ones, which may occur after applying changes. This is done by means of risk management, which addresses probable risks of the future.

Findings: A case study has been used to demonstrate this approach.

Keywords:

• Modelling
• change management
• risk management

Disclosure statements

No potential conflict of interest was reported by the authors.