Market‐led systems development: when customers become users
| Published date | 14 March 2008 |
| DOI | https://doi.org/10.1108/02635570810847563 |
| Date | 14 March 2008 |
| Pages | 173-190 |
| Author | Stuart Maguire,Udechukwu Ojiako |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
Market-led systems development:
when customers become users
Stuart Maguire
The Management School, Sheffield University, Sheffield, UK, and
Udechukwu Ojiako
Division of Project Management, University of Northumbria,
Newcastle upon Tyne, UK
Abstract
Purpose – Therehas been a great deal ofinterest in ensuring thatorganisational strategyis successfully
implemented in order to meet business objectives. More recently, reports of the failure of information
systems and technology (IS&T) projects have become more regular and the reported failures more
spectacular. This has added to a growing perception that IS&T implementation approaches currently
utilised arestruggling to add value to customers andusers, leading to calls for a re-think of how IS&Tis
introducedinto organisations.This paper seeks to developa customerexperience strategywhich will give
a key group of stakeholders, customers,a major input in the IS&T development process.
Design/methodology/approach – The approach taken to examine IS&T implementation at this
stage of the development of this theme is empirical. The failed introduction of a new IS&T system in a
major service organisation in the UK is used as a case study. Data were gathered from 22 face-to-face
interviews with key stakeholders in the IS&T project.
Findings – The paper finds that the failure was driven by a number of factors, including poor project
management and a lack of understanding of how systems can negatively affect organisations and
customer relationships. The paper re-emphasises the need to ensure that customer and user
perceptions are taken into consideration during any major systems introduction project. An
interesting aspect of these systems is that a version is being used today by the organisation.
Research limitations/implications – The customer experience journey (CEJ) framework will be
improved by being validated within another organisation.
Practical implications – The paper recognises that, in the future, a clear framework to support the
CEJ needs to be well thought out before a major systems introduction project commences. This is
increasingly important as many roll-outs are trans-national and involve customers and supply chains.
Originality/value – The paper contributes to work practice relating to customer-driven IS&T
service introduction.
Keywords Communicationtechnologies, Project management,Customer orientation
Paper type Research paper
Introduction
The importance of information systems and technology (IS&T) in organisations cannot
be over-emphasised. For example, it enables business transformation; supports
re-design initiatives and also enables organisations to deliver flexible services in step
with constantly changing customer demands. By enabling the re-allocation of resources
that supports these initiatives, IS&T can also encourage organisations to participate in
new market programmes. This is achieved by better cost control, operationa l efficiency
and market targeting which enables the increase in its knowledge base. However, it is
crucial that organisations understand the importance of the implementation journey
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0263-5577.htm
Market-led
systems
development
173
Received 14 July 2007
Revised 11 September 2007
Accepted 15 October 2007
Industrial Management & Data
Systems
Vol. 108 No. 2, 2008
pp. 173-190
qEmerald Group Publishing Limited
0263-5577
DOI 10.1108/02635570810847563
that impacts on the eventual success, or otherwise, of an IS&T project (Brooke and
Maguire, 1998; Maguire, 2000). The introduction of IS&T should be “market-led” when
the new system interface s directly with a firm’s cust omers (Maguire, 2000).
Unfortunately, although there is general acceptance of the importance of good user
support and involvement in IS&T project success (Cook and Davis, 2003), and also a
range of research available on users’ experience during large-scale IT/IS implementation
(Gales and Mansour-Cole, 1995; Geddes, 1990) to a large extent, the significance of IS&T
introductions still remains a grey area. This is especially true in relation to a strategic
emphasis and implementation approach. For example, introduction problems have been
reported on the largest IS&T project in the world which has been commissioned by the
UK’s National Health Service Connecting for Health. Systems development in the health
services are especially problematical owing to the complex nature of the organisation
and the significant number of key stakeholders (Southon et al., 1999; Maguire, 2007).
Generally speaking it has been easier to isolate system failure in the public sector, as
opposed to the private sector, because of accountability and reporting requirements
(Collins and Bicknell, 2000). Academics have been monitoring system failures for many
years. They have also been forthcoming in trying to identify why IS&T can lead to
dysfunctionality within organisations (Sauer, 1993).
In order to continue to study the issues surrounding IS&T introduction, we see as
necessary the development of a research theme which focuses on the experience of
users during the service introduction stage of IS&T projects. It is also important to
support this study with empirical data which will validate the theme by exploring new
approaches. These approaches include establishing relationships between introduction
and success criteria. This is especially true as we generally share the view that
limitations in the current scope of conventional project management exist. In effect, the
decision to progress with the study is based on a realisation that so far, traditional
approaches that examine IS&T failures have produced large quantities of literature,
that arguably fails to actually reduce the number of IS&T projects which are failing at
introduction phase. It is accepted that it is sometimes difficult to attribute success and
failure within IS&T projects.
Large organisations should be interested in improving their knowledge and
understanding of the complex issues surrounding the management of customer
satisfaction. Measuring customer satisfaction identifies ways of improving
product/service quality, which in turn leads to increased competitive advantage.
Increasing customer satisfaction has become the main focus of many firms to boost
repeat business and benefit from positive word-of-mouth, thus increasing long- term
profitability. Customer satisfaction research is by far the most popular means of
gathering customer feedback. Since, customer tastes and requirements are always
changing, a major part of the quality effort must be devoted to market research. This
must be an important part of any system development. Organisations must continually
gauge customer experiences to ensure that satisfaction is provided.
Why successful IS&T implementation and introduction matters
IS&T as a resource supports the activities organisations carry out as part of their
business-as-usual operational activities. It also supports activities that drive business
and organisational change. It is however important to note that such initiatives are
unable to provide any operational or business value without some form of associated
IMDS
108,2
174
To continue reading
Request your trial