In the present climate of economic growth, companies find themselves in the enviable position of having to address the issue of managing growth faster than ever before. The aim of this dissertation is to examine the problems facing strategic decision-makers who are faced with change through organisational growth. The final objective is to provide these decision-makers with a concise framework to use in the management of change, to identify areas where the use if technology can add to competitive advantage as a part of this change, and present a brief view of how currently emerging technologies can be harnessed for this purpose. The author has specifically avoided suggesting what areas of technology should be used, as the use of IT, and the achievement of an IT strategic fit is far too specific to each organisation to allow generalities. In researching this project, the author began by firstly examining the mechanics of change from a theoretical background using secondary research, and then comparing, these findings with organisations that have undergone such changes in reality, mainly using primary data from interviews with managers of change. These two approaches were evaluated in order to provide a framework. This led to the management of change has three key phases, which are: Recognizing the need for change, defining the company's strategy and structure, deciding on the specific changes made to ensure a strategy/structure fit, while encouraging a culture of innovation/entrepreneurship. In managing the change, there are three key factors: identifying and overcoming resistance to change, three elements to driving the change Education, Communication, and Commitment - must be present, Support from top managers at every stage
The final aspect of the process is reviewing the process. There are two key things to examine here: what went wrong, what was a success, and why in either case The next stage of the project was to examine trends in current information technology usage, and to examine some key areas where information technology can be harnessed to support organisational strategy. As stated, the object here was not to provide any definitive framework, but to provide an awareness of the opportunity available to use Information Technology to support organisational change by giving competitive advantage.