An Information Systems Re-implementation Initiative: Lessons from a British FMCG Manufacturer

Syed Nasirin
School of Information Systems, Computing & Mathematics

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     Last modified: July 22, 2007
     Presentation date: 11/20/2007 10:30 AM in RH MZ05
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Abstract
This article presents an in-depth study of IS implementation in a large British manufacturing FMCG organisation. The implementation was of a Customer Understanding Portal (CUP), a global Web-based intranet Marketing Decision Support System. The system served more than 35 marketing teams across Europe. The success of the implementation could be described as ‘marginal’ in that a failure at initial stages required re-implementation of the system. The research framework used to analyse the case is based upon the Kolb-Frohman Normative Change Model. The contribution of this paper is threefold. First, it shows that the success of IS project implementation can still be marginal even if one is cognisant of the key determinants of implementation success and even if one has control over these determinants. Second, it shows the impact of a “sister” company upon the implementation initiative. Third, it shows how methodological triangulation (case study research and grounded theory approach) was employed to secure access into a cautious but leading organisation. The article concludes with some discussions of how relationship and communications problems may be overcome in the context of working with a “sister” company as well as the challenges facing a qualitative-based researcher in gaining access into sensitive organisational issues.