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0:00
Hi, I'm Dr. Patrick Stacey from
the University of East Anglia,
where I am an Associate
Professor of Digital Business.
Today's talk is entitled
Forces of Consensus
and Disagreement in Cloud-Driven
Digitalisation Projects.
I'm going to open with an
introduction, of course,
followed by a brief plan
of the rest of the talk.
0:27
Today, we investigate the
dynamics of digitalisation
in a UK bank project through
the analytical lens
of sensemaking.
My team and I
conducted interviews
with a variety of professionals
from an established
bank who were
implementing cloud
computing technology.
Later in the talk, I
formulate a SCAPE model
through a grounded
study approach.
The model's novelty is in
its rendering of sensemaking
as a meta driver of
cloud-driven digitalisation.
This involves cycling
between tensional forces,
which are guided by features of
strategic agility and
empirical evidence.
1:10
Digitalisation is critical for
organisational competitiveness
and innovation.
Let me first cover
why this topic
matters to the business
world as well as
putative efficiencies
and new value streams
are losses due to
poor execution.
Recently, the National Audit
Office published a review
called Challenges of
Implementing Digital Change.
This included failed
digitalisation projects
such as the Emergency
Services Network,
which in 2019 was
3.1 billion pounds
more expensive than
originally slated.
Then there is the
Digital Borders Project,
which had to be extended by
three years and even
then had to have
its scope reduced and
benefits trimmed.
Last but definitely not least,
the Horizon project in
the UK, which has been
widely covered in the media
due to its decimation of
the lives of sub-postmasters
and many other stakeholders.
Digitalisation has
immense repercussions.
It does not concern simple
upgrades in technology,
but is usually large-scale.
Why are we focusing on the
banking sector in today's talk?
Well, there has been
consistent digital innovation
in this sector
since the advent of
mainframe computing
in the 1960s.
Fast forward to today,
and we have banking as
a service, or BaaS,
or white-label banking, in
which licensed banks provide
their infrastructure
and functionality
to third-party
fintech providers.
Examples are OpenPayd,
Strands and SDK.finance.
Typically, older
banks find it harder
to adopt such new technology.
And our case was no exception,
in which conservatism
amongst some parties
led to disagreements
and stalled progress
in the wider project team.
The team comprised a diverse set
of stakeholders with
different priorities.
Therefore, sensemaking,
in this setting,
was difficult and challenging.
Accordingly, today I pose the
following research question.
How does sensemaking develop
amongst team members
while managing a complex
digitalisation project?
Here is a brief plan of
the rest of the talk.
First, I review prior work
on digitalisation as
well as sensemaking.
This is followed
by an overview of
our case context
and methodology.
I will then present our
findings before discussing
our contributions both
to theory and practice.
