Change Management and Business Process Management as enabler of the Digital Transformation

Inhaltsverzeichnis (Table of Contents)

• Abstract
• 1. Introduction
• 1.1 Problem statement and research issue
• 1.2 Research question and objective of the master thesis
• 1.3 Structure of the thesis
• 2. Theoretical foundation
• 2.1 Examining the nature of Digital Transformation and IT implementation projects
• 2.1.1 Definitions of the term Digital Transformation
• 2.1.2 Connection of DT to IT Implementation projects
• 2.1.3 Transition to Microsoft Office 365 as a distinctive example for complex IT implementation projects
• 2.2 User-centric perspective from a socio-psychological view
• 2.2.1 The concept of resistance and acceptance
• 2.2.2 Phase models explaining human resistance and reaction to change
• 2.2.2.1 3 phase model of Kurt Lewin to structure change processes in social groups
• 2.2.2.2 7 phase model of Richard Streich describing emotional reaction to change
• 2.2.2.3 8 step model by Kotter providing guidance for proactive management of change
• 2.3 User centricity based on human interaction with and reasons for adoption and usage of IT
• 2.3.1 The concept of acceptance and adoption
• 2.3.2 Technology Acceptance Model 3 (TAM 3) explaining adoption and usage of IT
• 2.4 Management disciplines as enabler for planning and execution of managerial decision making within IT implementation projects
• 2.4.1 Change Management (CM)
• 2.4.2 Business Process Management (BPM)
• 2.4.3 Design Thinking as supplementary management discipline
• 3. Research methodology
• 3.1 Design science research approach (DSR) as foundation
• 3.2 Awareness of a problem and initial proposal for solution
• 3.3 Construction of the desired solution
• 3.3.1 Research approach
• 3.3.2 Research design and data collection
• 3.3.2.1 User and expert interviews as method for data collection
• 3.3.2.2 Supplementary personal talks and workshops
• 3.3.3 Sampling
• 3.3.4 Interview guidelines
• 3.3.5 Conducting the interviews
• 3.3.6 Qualitative research analysis method
• 4. Findings and analysis
• 4.1 Summary of findings
• 4.1.1 Interview topic 1: Perception and definition of the term Digital Transformation
• 4.1.1.1 Attributes associated with the term Digital Transformation
• 4.1.1.2 Individual definition of the term Digital Transformation
• 4.1.2 Interview topic 2: Experiences and challenges within IT implementation projects
• 4.1.2.1 Perceived level of Digital Transformation
• 4.1.2.2 Ongoing DT initiatives and IT implementation projects
• 4.1.2.3 Achievements
• 4.1.2.3.1 Added value in efficiency and / or effectiveness of work
• 4.1.2.3.2 Control and flexibility
• 4.1.2.3.3 Perceived ease of access and use
• 4.1.2.3 Challenges
• 4.1.2.3.1 Human aspect within IT implementation
• 4.1.2.3.2 Transparency and communication
• 4.1.2.3.3 Testing and training
• 4.1.2.3.4 Technical aspects and ease of use
• 4.1.3 Interview topic 3: Interaction of management and employees
• 4.1.4 Interview topic 4: Application of adequate concepts, methods and tools
• 4.1.4.1 Change Management perspective: stakeholder-specific communication of user-centric vision and goal setting
• 4.1.4.1.1 Role of external consultants
• 4.1.4.1.2 Application of specific methods and tools
• 4.1.4.1.3 Perceived added-value and usefulness
• 4.1.4.1.4 Time dimension
• 4.1.4.2 Business process management perspective: visualization of changes
• 4.1.5 Interview topic 5: Future outlook
• 4.2 Thematic analysis
• 4.2.1 Central theme 1: Change Management
• 4.2.1.1 Definition of vision and purpose
• 4.2.1.2 Target-group-specific communication
• 4.2.1.3 Continuous flow of information
• 4.2.2 Central theme 2: Business Process Management
• 4.2.2.1 User-centric implementation approach
• 4.2.2.2 Transparency of transition by definition and visualization of change process
• 4.2.2.3 Allocation of responsibilities & tasks
• 4.2.3 Central theme 3: Technology
• 4.2.3.1 Perceived added-value & usefulness of the system
• 4.2.3.2 Connection to business requirements and daily work routines
• 4.2.3.3 Perceived ease of use
• 4.2.3.4 Testing and training
• 4.2.4 Central theme 4: Driving forces and facilitating infrastructure
• 4.2.4.1 Management commitment, incentivization and support
• 4.2.4.2 Support services and contact persons
• 5. Discussion of findings
• 5.1 Designing framework layers by connecting theoretical foundations and interview findings in the context of IT implementation projects
• 5.1.1 Superimposition of project cycle phases in IT implementation projects as first layer
• 5.1.2 Harmonization of user-centric fields of action and recommendations as second layer
• 5.1.2.1 Perceived suitability of communication and transparency of transition (I)
• 5.1.2.2 Perceived added-value and usefulness of the system (II)
• 5.1.2.3 Perceived driving forces and infrastructural support (III)
• 5.1.2.4 Individual characteristics and professional background as moderators
• 5.1.3 Allocation of applicable methods to superordinate layers as third layer
• 5.1.3.1 Allocation to fields of action and recommendations
• 5.1.3.1.1 Allocation of CM methods
• 5.1.3.1.2 Allocation of BPM methods
• 5.1.3.1.3 Allocation of supplementary Design Thinking methods
• 5.1.3.2 Time allocation to implementation phases
• 5.1.3.2.1 Time allocation of CM methods
• 5.1.3.2.2 Time allocation of BPM methods
• 5.1.3.2.3 Time allocation of supplementary Design Thinking methods
• 5.2 Initial testing and evaluation of the framework based on practical application
• 5.2.1 Company profile and IT implementation project context
• 5.2.2 Overall project planning and realization
• 5.2.3 Final statement on role of CM and BPM as an enabler for Digital transformation in the form of successful IT implementation projects for digitalization of work processes

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This master thesis aims to provide practical support for practitioners in user-centric decision making during IT implementation projects, focusing on digitalization of work processes within the context of Digital Transformation (DT). The research seeks to bridge the gap between high-level recommendations and practical execution, offering concrete tools and methods for managing change and opportunities on the human side of IT implementation.

• Understanding user-centricity in the context of IT implementation and DT
• Analyzing the role of Change Management (CM) and Business Process Management (BPM) in facilitating user acceptance and successful implementation
• Developing a framework to support user-centric decision making during IT implementation, integrating relevant concepts and methods from CM, BPM, and Design Thinking
• Providing practical guidance and time allocation for various implementation phases
• Exploring the challenges and opportunities of digitalization in work processes and its impact on organizations and their workforce.

Zusammenfassung der Kapitel (Chapter Summaries)

• Chapter 1: Introduction
  • This chapter introduces the research problem and its relevance in the context of digital transformation and IT implementation.
  • It defines the research question and the objectives of the master thesis.
  • The chapter concludes with an outline of the thesis structure.
• Chapter 2: Theoretical Foundation
  • This chapter provides a theoretical foundation by examining the concept of Digital Transformation (DT) and its connection to IT implementation projects.
  • It explores user-centricity from a socio-psychological perspective, discussing resistance and acceptance to change and highlighting relevant phase models.
  • The chapter then focuses on user-centricity in the context of human interaction with technology, introducing the Technology Acceptance Model 3 (TAM 3) and its application in explaining adoption and usage of IT.
  • Finally, the chapter delves into management disciplines like Change Management (CM), Business Process Management (BPM), and Design Thinking, analyzing their role as enablers for effective decision making during IT implementation.
• Chapter 3: Research Methodology
  • This chapter outlines the research approach employed in the thesis, focusing on the Design Science Research (DSR) approach.
  • It describes the research design and data collection methods, primarily through semi-structured interviews with experts and users directly involved in cloud-based collaboration IT system implementation projects.
  • The chapter details the sampling strategy and interview guidelines, providing insight into the process of data collection and analysis.
• Chapter 4: Findings and Analysis
  • This chapter presents a summary of the findings from the interviews conducted, addressing key themes such as the perception of DT, experiences and challenges in IT implementation projects, the interaction between management and employees, and the application of management concepts and tools.
  • The chapter then conducts a thematic analysis of the interview data, identifying central themes and subthemes, including Change Management, Business Process Management, Technology, and Driving forces and facilitating infrastructure.
• Chapter 5: Discussion of Findings
  • This chapter synthesizes the theoretical foundation and interview findings to design a framework for supporting user-centric decision making in IT implementation projects.
  • The chapter builds a three-layered framework, including superimposition of project cycle phases, harmonization of user-centric fields of action and recommendations, and allocation of applicable methods from CM, BPM, and Design Thinking.
  • The chapter concludes with an initial testing and evaluation of the framework based on a practical application example.

Schlüsselwörter (Keywords)

This master thesis focuses on the following key concepts and topics: Digital Transformation, user-centricity, IT implementation framework, Change Management, Business Process Management, Design Thinking, and the digitalization of work processes.

Frequently Asked Questions

What are the main management disciplines discussed as enablers of Digital Transformation?

The thesis focuses on Change Management (CM), Business Process Management (BPM), and supplementary Design Thinking concepts.

Why do many digital transformation projects fail according to the abstract?

Most projects fail because they lack practical execution ideas and fail to manage the human side of IT implementation, such as resistance and acceptance.

What is the "User-centric perspective" mentioned in the research?

It refers to understanding human socio-psychological reactions to change, including models by Kurt Lewin, Kotter, and the Technology Acceptance Model 3 (TAM 3).

What practical example is used for complex IT implementation?

The transition to Microsoft Office 365 is used as a distinctive example of a complex IT implementation project.

What research methodology was applied in this thesis?

The study uses a Design Science Research (DSR) approach, including expert interviews and workshops to collect qualitative data.