Implementing recommendations as a result of a system dynamics intervention

Abstract

In an attempt to identify the causes of the poor performance of an information system, a system dynamics group modelling exercise was undertaken. Unlike previous approaches, this research encompassed both the performance of the information system itself as well as its interactions with the organisation of which it is a part. Although all members of the modelling team were confident of the findings, it proved impossible to implement recommendations. Whilst this research was in progress, the modelling team was asked to investigate another situation that involved the re-pricing of a major product. In the latter situation, model construction was quick with little validation of the model and parameters. However the recommendations whilst still in draft form, were acted upon immediately. This paper investigates the two system dynamics modelling exercises and discusses the issues that arose during implementation.