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By John L. Ward, Elizabeth Daniel

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Additional info for Benefits Management: Delivering Value from IS & IT Investments (John Wiley Series in Information Systems)

Example text

These adverse effects we term ‘disbenefits’. The dominant focus for much adoption of IS/IT tends to be the realization of benefits by the organization. Such a focus tends to either ignore the benefits at the level of individuals or groups within the organization or only explore these benefits if they are consistent with the organizational benefits sought. In the worst cases organizational benefits are often achieved at the expense of an individual’s ability to improve their working conditions or way of working.

In the mid-1990s an extended research programme was undertaken by the Information Systems Research Centre (ISRC) at Cranfield School of Management to address the limitations of existing approaches. The research programme, which originally lasted three years but has since been the focus of further research and development activity, was undertaken in conjunction with a number of major private and public sector organizations. The process and tools resulting from this work have been extended and refined from experience gained from the many organizations that have adopted the approach in the last seven to 10 years.

It is the knowledge held in the ‘heads’ of individuals that has been acquired over time, usually from many interactions with others, and which is often also termed experience or skills. The intention of most knowledge management initiatives within organizations is to ensure that as much explicit knowledge as possible, or at least that most valuable to the organization, is expressly captured. Such initiatives also aim to ensure such knowledge is fully and correctly identified and stored such that it can be retrieved and reused by others.

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