Planning for IS Related Industry Transformation: The Case of the 3DAYCAR

This paper adapts one model of change barriers, the barriers information framework (‘BIF’), in order to assess the nature of barriers to change as basis for managing organizational change and suggests extensions to it.

Abstract

Despite their potential to reshape business radically, information systems (IS) and information technology (IT) can be key inhibitors of industry transformation. In the automotive industry, although IT is a key enabler of process transformation, the existing IT systems constitute a significant barrier to change. While there are a number of models of change barriers, few have been validated in practice. This paper adapts one model, the barriers information framework (‘BIF’) in order to assess the nature of barriers to change as basis for managing organizational change. The barriers to IS-related change are identified as structural, managerial, user, and technology and are cross-referenced to the key parties involved in transformation of the motor industry: dealers, vehicle manufacturers, suppliers, and logistics services. The paper finally reflects on the model and suggests extensions to it.