Improving Technology-Based Change Processes Through Measurement and Communication: A Case Study on Indus International

Abstract

This case study describes an e-mail based employee survey that was developed at Indus International to help the company as it underwent a large-scale organizational change. In February of 1996 the company went public, and their measurement tool (called the pulse) became a useful management change intervention because it also served as a communication device. This case study discusses the development of the survey, how it helped Indus progress through the changes they experienced as a result of rapid growth, and how this same intervention could be used by organizations undergoing transformation initiatives that include enterprise-wide software solutions.