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Kasper Zülow

Fonstand & Robertson (2006) Transforming a Company Project by Project: The engagement Model. MISQ Executive Vol 5. No. 1. Mar 2006

In their paper “Transforming a Company Project by Project: The Engagement Model,” Fonstand and Robertson present a case study of a company that successfully transformed its IT department using a project-based approach. The authors argue that traditional transformation approaches, such as top-down mandates and enterprise-wide initiatives, often fail to achieve their intended outcomes because they do not engage employees and stakeholders in the process.

The engagement model proposed by Fonstand and Robertson is based on the principles of participation, communication, and collaboration. They describe how the model was applied in the case study company, where IT projects were used as vehicles for organizational change. The engagement model was used to involve stakeholders in project selection, planning, and execution, and to ensure that projects were aligned with the company’s overall strategy.

The authors highlight several key success factors for the engagement model, including the need for strong executive support, the importance of clear communication and stakeholder engagement, and the value of iterative feedback and learning. They also note that the engagement model requires a significant cultural shift, as it emphasizes collaboration and empowerment rather than command and control.

Overall, Fonstand and Robertson’s engagement model provides a useful framework for organizations looking to transform their IT departments and improve their overall performance. By focusing on participation, communication, and collaboration, organizations can ensure that their IT projects are aligned with their strategic goals and are supported by all stakeholders.

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Kasper Riis Zülow