In this large subsidiary, a major IT implementation had been installed but it ran over budget, was using more staff than required and had a high percentage of manual overrides. ChangeTracking assessed how the changes had affected people and how people in turn had engaged (or not engaged) with the new IT capability. Extensive discussion of the results, training and a series of strategic interventions allowed costs to be quickly brought back under control and people to become positively involved in the change, making the most creative use of their new resource.

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