ABSTRACT
The case that follows outlines the process of information systems practice by two consultants, called Richard Hewlett and Lesley Edmonds.2 These two consultants and their project were selected for inclusion in the book, because they were largely undertaking IS work in a way that was informed by the methods outlined in this text. Indeed, the methods and ideas in this text originated a component of a training course in a consulting academy in the US. These two consultants had been on this programme and had worked together on a variety of projects which operationalized them. They also are colleagues of the author, having worked on projects together. As such, they have familiarity with the methods and principles that are outlined in this book. Therefore, their approach was one of ‘organizational problem solving’, which considered information and technology to be a key modern-day area or source of ‘organizational improvement’. Further, because their consulting organization had no proprietary technology, it meant that they were not searching for ‘solutions’ from any one technology type or supplier. As such, their view of the ‘information systems’ work involved much more than information and technology, which, in effect, took their
place alongside other problem-solving actions, activities and interventions, undertaken as part of an IS ‘problem-solving’ process.
