The aim of this study is to give those interested in the management of change an understanding of the typical processes and problems that they should expect to experience when embarking on the implementation of a large office information system - particularly a system that will affect an important business activity in a critical company function. It tells the story of XSEL, one of the Digital Equipment Corporation's first and most successful expert systems. The volume highlights the social processes associated with the building and implementation of XSEL.
Part 1 Design, participation and culture: designing systems - retrospect and reality; participation and systems design; innovation and the digital culture. Part 2 The US development of XSEL: the technical development of XSEL; the technical development of XSEL; starting the design task; learning by design; improvement and implementation; US acceptance and success. Part 3 Moving XSEL into Europe: planning for change; planning continues; the XSEL pilot in Europe; the UK sales offices; the XSEL pilot in Europe. Part 4 Lessons from the journey: designing and managing in a turbulent environment; implementing XSEL in Europe.