This discussion case presents various issues which arise when an organization must change the structure of the IS function to support a new (and, in this case, process-oriented) corporate structure. Students will (1) learn about different roles and structures for an IS group in an organization, and in particular, • consider the implications of centralizing versus decentralizing IS resources, • understand the need to balance business knowledge, responsiveness to clients, technological expertise, and cost- effectiveness of operations, • explore the possible roles for an IS group in the context of a corporate reengineering exercise. (2) discuss and analyze different alternatives for implementing the new structure, and in particular consider the implications of revolutionary versus evolutionary change.
Volkoff, Olga and Newson, Peter, "Nortel: Reinventing IS" (1998). ICIS 1998 Proceedings. 44.