The role of socio-technical principles in leveraging meaningful benefits from IT investments

In recent years there has been a great deal of academic and practitioner interest in the role of ‘benefits realisation management’ [BRM] approaches, as a means of proactively leveraging value from IT investments. This growing body of work owes a very considerable, but as yet unacknowledged, debt to the work of Ken Eason, and other early socio-technical theorists. Consequently, the aim of this paper is to demonstrate, using the literature, how many of the principles, practices and techniques of BRM have evolved either directly or indirectly from socio-technical approaches to systems design. In so doing, this article makes a further important contribution to the literature by explicitly identifying the underlying principles and key practices of benefits realisation management.