I have long maintained that organizational politics can easily break all
types of information systems. Political factors have an impact on every stage of
the systems life cycle–from systems analysis to design to implementation.
Seasoned analysts and implementers are aware of this and usually attempt to work
around organizational politics. But there are times when it is just not possible
to work around such factors, as the following case study demonstrates.
The organization in question is a leading manufacturer of electronic
equipment. It imports large quantities of components that go into the products
it makes. The organization has manufacturing units all over India. Most of these
are in backward areas that do not have an international airport. Consequently,
imports are routed through Delhi and the organization maintains a customs
clearing office there. The office is staffed by managers on deputation from the
various units. The job of each manager is to clear consignments landing in Delhi
and dispatch them to the parent unit.
The consignment clearing process consists of several stages. The key stage is
that of paying freight charges and custom duties. A typical sequence of events
is as follows: the package arrives, freight charges are paid, customs duties are
assessed and paid, and the package is handed over to the company for dispatch to
the final destination. The package is stored in the airport warehouse till the
time of dispatch. The airport authorities allow free storage in their warehouse
up to a specified period. If the consignment is not cleared by the end of the
period, the airport authorities charge hefty demurrage for storage of the
package.
Demurrage charges can be prohibitive and it is in the interest of the company
to clear consignments as soon as possible.
Freight, customs duties, and demurrage charges are paid out from a pooled
bank account maintained at Delhi. The various units remit money into the pool
account when needed. The pool account is maintained by a finance manager deputed
to Delhi. The finance manager belongs to one of the units importing goods, a
fact whose significance will soon become clear.
The clearing process requires a lot of paper work and book-keeping. The
company was eager to streamline operations and hence initiated a computerization
project. The aim of the project was to develop software to track each
consignment through each stage of the clearing process. All accounting would be
automated and the accounting software would use a cost center approach to
allocate expenses to each unit. Consultants were engaged and systems analysis
started.
Most of the managers were enthusiastic about the computerization drive. The
curious exception was the finance manager. He maintained that allocating
payments to cost centers on a continuous, real time basis was too much work. The
case made out by him was that the company made consolidated payments on the
basis of consolidated bills received and he did not have enough resources to
indicate a breakup every time a payment was keyed into the system. He would
rather reconcile payments to cost centers on a quarterly basis. This was a
curious suggestion as it would require more work. The consultants enlisted the
support of top management and overruled the finance manager. The result was that
the gentleman became hostile and fought with the consultant’s personnel on the
slightest pretext. A lot of diplomacy was required to manage the implementation.
The finance manager continued to be hostile and refused to use the cost
center features in the software. The stalemate continued till, one day, the
gentleman abruptly left the company. And it was only then that the facts started
coming to light.
The facts were simple enough. Each unit paid an incentive to its managers
based on their productivity. In the case of consignment clearance productivity
was measured by two parameters: (a) the average number of days taken to clear
each consignment and (b) the total demurrage paid. Consignments would sometimes
be held up because of lack of availability of funds. In such situations, the
finance manager, in league with the manager from his unit, would divert funds
sent by other units to clear his consignments. Consequently, the performance for
his unit would go up in comparison with that of other units. Nobody noticed the
diversion since online accounts were not available. Computerization threatened
to give the game away and so the finance manager did his level best to throw a
spanner in the works.
The bottomline There is no structured way for dealing with situations like
this. All the analyst can do is keep his eyes and ears open.
Gautama Ahuja, a contributing editor
of PC Quest, runs a turnkey software development company, AHC Infotek, in Delhi