It is common to treat IT as the dominant component in organisation change. ‘Future states’ are defined, IT specifications built, software and hardware procured, and the change is project-managed.
It is a way of ensuring that current management thinking is completely embedded into the IT-dominated design. That is a sure way to sub-optimise the system.
We treat IT as dominant because the IT suppliers persuade leaders that IT is strategic. It is not, IT is no more than a means; and often not the best means either.