Ensuring the overall transformation has an identified and extremely engaged owner from day one is critical. Is this an HR, Operations or IT project? Who knows most about what needs to happen? Who do we have who will own this? And who has the internal credibility? How will you partner with your supplier?
Don’t judge a book by its cover
Just because something looks like an IT project on the outside does not mean it is an IT project on the inside. Addressing organisational change that is underpinned by technology is often where the confusion comes in. IT are a critical stakeholder and enabler of the change outlined in this document. They are often not, however, the ideal candidates to take the whole piece. The overarching programme of change might have a sub-project related to the testing, configuration and implementation of the software. But it is a subset
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