Efficient change strategies: Matching drivers and tracers in change projects

There is a huge diversity among change initiatives, which range from streamlining single processes to corporate‐scale strategic restructuring. Accordingly, there is also similar diversity in the drivers and reasons for launching projects, as well as in results and tracers of projects. The reengineering literature has focused on operational improvement of a business process. More recently, the scope of process management has widened to examine the relation of strategic goals and the objectives of change projects. It seems to be that sometimes the drivers for starting a change project and tracers of the projects do not match. The results are often more limited in scope, than the objectives. Examines these relationships through 38 case studies. The results show that in all cases where the drives and tracers did not match, the shift was toward lower level results and tracers. Most apparently, this could be observed in projects aiming at changing business strategies, but with the result of updating information systems infrastructures. Develops a framework for analysing efficient matches of different types of drivers and tracers in development projects. The framework distinguishes between projects aiming at changing the business and those seeking to change processes. These can be further divided into classes according to objectives and results.