Managing IT Change—Tools and Programs

AuthorArt Worster,Frank Andera,Thomas R. Weirich
Published date01 July 2016
Date01 July 2016
© 2016 Wiley Periodicals, Inc.
Published online in Wiley Online Library (
DOI 10.1002/jcaf.22178
Managing IT Change—Tools
and Programs
Art Worster, Thomas R. Weirich, and Frank Andera
Over the past five
articles (“IT Applica-
tions and Managing
Change,” September/
October 2015; “Man-
aging IT Change—A
New Role for HR,”
2015; “Managing
IT Change—Fully
Integrated Manu-
facturing Impacts
on Manufacturing,”
2016; “Managing IT
Change— Financial
March/April 2016;
and “Managing
IT Change—Sales,
Marketing and
Distribution,” May/
June 2016), we have
discussed ways in which the
transition to integrated business
systems has affected strategic
and financial management. We
first described changes in fun-
damental thought processes that
have to occur to fully under-
stand the dynamics of what
changes, why these changes are
logical necessities
(rather than choices),
and what has to be
undertaken to use
enterprise resource
planning (ERP)
applications to their
full effect. Thus far,
HR, Manufacturing,
Financial systems,
and, most recently,
Sales, Marketing,
and Distribution
have been covered.
Over the course of
these articles, we
have talked about
each of the core inte-
gration points in a
business—the points
where actions in one
function have a sig-
nificant impact on
other functions. The
purpose has been
to demonstrate to
financial executives, particularly
management accountants, why
their participation in the design
and implementation of ERP
applications is critical to achiev-
ing maximum value from the
In this article, we discuss a
variety of tools and programs,
This article identifies various conflicts that arise
before, during, or immediately after the introduc-
tion of integrated applications with other pro-
grams that may be operating simultaneously.
A variety of tools and programs are discussed
that have traditionally created conflicts that have
sabotaged enterprise resource planning (ERP)
implementations. Some of these programs often
compete directly or indirectly with ERP programs
for resources and attention. While this points to
the need to manage continuous change, it also
suggests a permanent function with responsibil-
ity to manage all of the elements of the change
process. Until the organization ceases to have new
customers, markets, vendors, products, leaders,
and workers, the need to manage the change pro-
cess itself becomes a key component in allowing
the business to continuously change to achieve
financial success. This is required to remain close
to the customers, where the real effect of change
is realized. © 2016 Wiley Periodicals, Inc.
This is the sixth installment in a
seriesof articles that have appeared
and will appear in the coming
issues of JCAF. Art Worster and
his associates, Thomas R. Weirich
and Frank Andera, address matters
that arise during and after the
implementation of integrated IT
applications in a business.
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