Managing Change – Case Study of Dubai Electricity and Water


Due to the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai of making Dubai the smartest city, every organization in Dubai is challenging to work for more initiative experiences for their employees and customers (Geronimo 2018). These are all toward creating a happy life for all citizens, residents, visitors, and anyone who lives in the UAE. Therefore, every organization is working to improve it is performance, productivity, and quality of services provided to customers, and that required change in the organization.

Related to the main website of DEWA (About DEWA), In Dubai Electricity and Water Authority employees are working to secure a happy future and a better life for future generations, based on DEWA’s strategy 2021. Shams Dubai project, Electric Vehicle Green charger, and Smart Applications are all parts of a smart initiative for DEWA that intends to make Dubai the smartest city in the world. Of course, these smart initiatives could be challenging for people who are struggling with using technologies or applying technologies to their workforce and it could be a big change for them. In our group project, we are going to discuss the critical success factors that enabled Dubai Electricity and Water Authority to implement changes. We are going to show a case study related to the same topic by having an interview with some staff in DEWA. It will show how change is applied in DEWA and how it affects employees’ work by sharing their experiences in the workplace. Moreover, it will show how they adapt to change and if they are enjoying the new changes.

Background of the Dubai Electricity and Water Authority (DEWA)

Dubai Electricity and Water Authority were founded on 1st January 1992 as a public service infrastructure company by Sheikh Maktoum bin Rashid Al Maktoum (Dubai Electricity and Water Authority 2018a). It was a merger between two companies which are the Dubai Electricity Company and the Dubai Water Department that had been operating independently until then. These organizations were established in 1959 by Sheikh Rashid bin Saeed Al Maktoum, a former ruler of Dubai (Dubai Electricity and Water Authority 2018a).

DEWA’s Vision

A sustainable innovative world-class utility.

DEWA’s Mission

We are committed to the happiness of our stakeholders and promoting Dubai’s vision through the delivery of sustainable electricity and water services at a world-class level of reliability, efficiency, and safety in an environment that nurtures innovation with a competent workforce and effective partnerships; supporting resources sustainability.

Research Methods and Data Collection

This study used both primary and secondary data to analyze changes that happened in Dubai Electricity and Water Authority. Primary data was obtained through semi-structured interviews with key officials in the institutions, while secondary data was obtained from the documentation of relevant sources. After providing the participants with the consent paper, the interviewer proceeded to carry out interviews at the organization’s premises. An informal approach was adopted during the interview process, in which case the interviewer asked some pre-determined questions and allowed the participants to answer at their own pace. The rationale for using semi-structured questions was to enable the interviewees to freely express their opinions while at the same time allowing the interviewer to ensure all the issues were covered. Each of the interviews lasted for approximately thirty minutes, in which case the interviewer took notes, not to mention paying attention to non-verbal cues.

Secondary data were obtained from a number of sources such as company reports and publications over the past ten years, public records and statistics, various periodicals from the local government, and pamphlets of various associations. The research sought the consent of the management before using any of the company’s records. The reliability of the secondary data was tested by finding out such things as the source of information, when the information was published, who published the data, and the data collection methods used. Those records that were not suitable for the study, as well as sources with inadequate information, were not included in the final report. In this context, only sources relating to change management in the organization were deemed fit for the research.

Change that Happened in the Company and the Reason Behind It

In the past decade, Dubai Electricity and Water Authority (DEWA) has initiated numerous changes within the organization. One of the most notable changes is the adoption of the UN Sustainable Development Goals (SDGs) that deals with the global challenges of climate change. In line with this, DEWA inaugurated the first phase of Mohammed bin Rashid Al Maktoum Solar Park, which is the world’s largest single-site solar project. The initiation of this project adds approximately 200 megawatts of power to the city’s electricity grid at a subsidized cost of $2.99 cents per kilowatt-hour. The reason behind this change was to provide its customers with clean and sustainable energy at a low cost (Al Tayer 2018). Equally, the company wanted to tap on solar energy, which is in abundance owing to the unique geographical location of Dubai.

A recent change that occurred in the company entailed the implementation of the BMC Remedy tool, which facilitates the installation of smart meters. Unlike the traditional electricity meters, smart application for smart grids allows customers to read automatically their meters hence obtaining detailed information about their current and historical data. At the same time, these changes allowed customers to monitor their actual consumption for a specific period. The reason behind this change was to find solutions to the rationalization of electricity and water consumption. In other words, by receiving accumulated data via sophisticated means of communication, customers are in a position to forecast their water and electricity utilization (Dubai Electricity and Water Authority 2018b). Other changes that have occurred within the company include the implementation of the electric vehicle charger initiative, in which case the company has installed over 200 EV charging stations (Dubai Electricity and Water Authority 2018c). With more people going green and purchasing electric cars, the charging stations provide an additional service to the emerging market.

Change Model Used

DEWA used Kotter’s change model to implement the new automated IT business process system called Khadamatech. The model explains the process of creating a major change, which comprises eight essential steps. They are the establishment of a sense of urgency, creation of the guiding coalition, the development of a vision and strategy, communication of the change vision, empowerment of the broad-based change, generation of short-term wins, consolidation of gains and introduction of additional changes, and entrenchment of new approaches in the organizational culture (Pollack 2014).

The company’s management assumed the responsibility of leading the change rather than managing it, a move that corresponds to Kotter’s principle. DEWA sought to enhance its system to enable the service desk Team to attain operations efficiency, provide a single point of contact to customers and have its core service desk system integrated with other applications associated with the company’s vision and business needs (Hamad 2014). In addition, Al Khouri, the Service Asset and Configuration manager, claimed that the system would help to boost returns on IT investments, facilitate risk-free implementation of IT changes and promote transparency in processes and services.

The first step in Kotter’s model recommends the creation of a sense of urgency for change. Consequently, DEWA’s leadership explained why it was imperative to implement change. The management established a committee that was to oversee the implementation of the expected change. Then, vision and strategy were established to enable employees to understand the significance of the anticipated change (Calder 2013). The employees were involved in the change process to ensure that the anticipated transformation was entrenched into DEWA’s corporate culture.

In 2014, DEWA published an evaluation report that showed how the company evaluated and analyzed IT service management (ITSM), leading to the selection of the BMC Remedy tool, which is considered the leader in the market. After selecting the appropriate technology, DEWA requested all companies that were in a position to provide the ITSM tool to present their proposals. An evaluation committee reviewed all the proposals that were submitted where it appraised them based on preexisting criteria. The process of proposals evaluation required reviewing the tenders from a technical perspective, which had seven parameters. They are technical, planning, training, and documentation, support, vendor, team, and references.

Additionally, the committee considered the financial proposal. In the end, the members of the committee visited one of the projects (Emirates Petroleum), which were implemented by the proposed vendor to learn from their experience. They gathered information about the benefits of the ITSM tool, potential challenges, and the proposed solution (Fahim 2013). Eventually, the committee settled for the 4th Dimension Systems as it satisfied the majority of DEWA’s requirements.

The Process of Change Implementation

In 2015, DEWA prepared an assessment report, which comprised the two phases of the project. The first phase involved the identification of five modules and two integrations. The modules included service request management (Service catalog), incident management, service level management, problem management, and dashboards for real-time key performance indicators (KPIs). Furthermore, an SAP HR module that had information regarding organizational management, personnel administration, and user data was incorporated into the BMC instrument (Hamad 2014). The second phase covered the management aspects of the intended changes. It focused on change and release management, asset management, and configuration management database (CMDB), knowledge management, and analytics reporting tool.

Moreover, four integration components were included in this phase. They were Cisco Call Manager Integration, SAP Solution Manager Integration, Atrium Discovery, and Dependency Mapping (ADDM) Integration and Next Thing Integration (Hamad 2014). DEWA defined the function requirements, problem management, and the three parties that were to interact with each other during the project according to the best practice in order to ensure that the project succeeded.

The training was one of the main requirements that DEWA needed for employees to familiarize themselves with BMC Remedy ITSM 8.1 architectural components and to understand the system’s installation prerequisites and process. In addition, special training was undertaken, which targeted managers and support staff to enlighten them on the functionality of BMC Remedy Change Management 8.1. This training covered the description of the BMC best practice flow for change management, identified the change administration roles, and equipped managers with skills to navigate the transformation management console. Hamad (2014) stated that the training fulfilled the last 3 stages outlined in Kotter’s model of change implementation. An article by Hofman (1997) argued that traditional models of change management were not accurate in defining transformation, thus not helpful in the implementation of the new technology. Therefore, this study suggests the use of an alternative model of managing technological change that can facilitate constant learning and enhancement of processes. The company requires improvising change management techniques that can provide a chance for employees to acquire additional skills in the BMC Remedy tool.

Change Implementation

The implementation of the BMC Remedy instrument entailed numerous stages. Before the installation of the system, DEWA’s employees were trained in how the technology works to equip them with basic knowledge of the BMC Remedy. The employees in the IT department were asked to identify all the processes that would be affected by the new technology. The company’s managers approved the processes and made sure that they were incorporated into the system. The initial implementation stage entailed loading the necessary modules. They included the AutoPilot Change Management module, application adapter for Action Request system, AutoPilot Task Management module, and AutoPilot Common utility module among others.

The second phase involved the establishment of the ITSM templates, which were vital in ensuring that system users discharge their tasks without difficulties. The BMC Remedy could not have worked without linking DEWA’s clients to the Service Desk division. Consequently, the third phase of the implementation process entailed creating workflows to enable the company to receive a request from clients. The workflows made it easy for the IT department to organize, deliver, operate and manage diverse services. They also enabled the IT staff to interact with customers through email and respond to their complaints on time. The implementation process ran concurrently with the training to equip different users with the necessary skills.

The implementation process involved three teams, which were the 4th Dimension Systems, Processes Consultant Team (Paramount), and the management of DEWA. The three groups worked together to guarantee the success of the intended change. The DEWA team was mandated to availing all the necessary infrastructure and data. Moreover, the team was to offer support during the entire project lifecycle. On the other hand, the 4th Dimension Systems provided the requisite training to DEWA employees. It was also responsible for making sure that all processes were fully implemented. The team from 4th Dimension Systems worked in partnership with DEWA management to facilitate knowledge transfer. A team from Paramount has bestowed the responsibility of approving the implementation processes. Moreover, it formulated procedures, policies, and ITSM processes in line with ITIL V3 standards.

Implementation Issues and Challenges

The implementation of a novel technology comes with a myriad of challenges. They include financial, technical, and competence issues. One of the challenges that DEWA encountered during the implementation of BMC Remedy was the lack of a skilled workforce. For many years, the company’s Service Desk department had discharged the majority of its tasks manually. Moreover, the IT department did not have qualified staff to implement and monitor the new technology. It underlines the reason why the company had to organize for employee training to equip employees with the needed skills. Apart from the lack of experienced skills, the company had a problem in bringing all workers aboard. Al Khouri admitted that he would gladly stop using the tool if he was given a chance. It shows that even though employees agreed to use the new technology, not all of them were in support of the leadership’s decision.

A company requires thorough preparation before implementing changes. Avram (2014) alleges that an organization must ensure that it has the resources that are required to guarantee the success of change implementation. As Avram (2014) argues, one of the challenges that companies face during transformation is the lack of the necessary workforce. Companies that are used to discharging their duties manually may lack employees with the needed experience to implement and manage new technology. Avram (2014) recommends that an organization should hire experts or train its employees before introducing a novel technology. It would help to make sure that operations run without interferences. Another issue that a company may encounter is the user adoption problem. Avram (2014) posits that some workers may decline to adopt a transformation, especially if they were not involved in its formulation. Thus, it is imperative to consider the input of all stakeholders during change implementation.


In the beginning, a faction of DEWA’s employees was opposed to the introduction of the BMC Remedy tool. The opposition came mainly from the old workers. The employees were afraid of adopting the new system because they feared that it might affect performance. They opted to continue executing their duties manually since they were comfortable with the old system. The management of DEWA had to organize workshops and awareness sessions to enlighten the employees on the benefits of the new technology. Moreover, they had to reassure them that the technology would not affect their operations. If anything, the technology would only improve their efficiency.

The majority of employees prefer the status quo. As Georgalis et al. (2014, p. 93) allege, “Resistance to change is mainly an effort to maintain the status quo and it is behavior put to protect an individual from the perceived effects of a real or imagined threat”. Organizations ought to put mechanisms in place to avert potential resistance to transformation. A study conducted by the source showed that many employees could not exploit the full potential of new technology because of fear. On the other hand, workers who were in pursuit of promotion endeavored to learn about the technology and to embrace it fully. Georgalis et al. (2014) cite incentives and employee training as some of the methods that an organization can use to prevent potential resistance to change implementation. Equipping employees with the correct skills can encourage them to embrace new technology.

Critical Success Factors of Change Management

Numerous factors contributed to the success of the integration of the BMC Tool into DEWA’s IT system. DEWA leveraged numerous critical success factors of change management. They include stakeholder alignment, clear implementation strategy, functional system, and employee training and leadership confidence. For many years, the company had relied on a manual system of doing things, which was not only inefficient but also tiresome to most employees. The Service Desk Officer and the Service Asset and Configuration manager admitted that the company was in a dire need of a system that could enhance its ITSM procedures.

Therefore, the recommendation by the evaluation committee for the adoption of the BMC Tool was received well by the majority of the stakeholders in the company. A visit to an organization that was already using the tool confirmed that the instrument was invaluable in enhancing service delivery. Therefore, the evaluation committee suggested the introduction of BMC into DEWA. Apart from the recommendation by the evaluation committee, employees from the Service Desk department were eager for the introduction of a system that could improve their operations. Thus, the implementation of the BMC Tool did not encounter immense resistance from employees because it aligned with their needs. Although some employees were opposed to the system, they later embraced it after understanding its benefits.

The company’s leadership had a clear implementation strategy, which facilitated the success of the integration of the BMC Tool into DEWA’s IT system. It ensured that it had a clear understanding of the processes within the IT department. The management used a bottom-up approach, which allowed the affected departments to adopt and implement the technology based on their needs. The adoption of the Kotter model enabled the company to come up with a systematic way of realizing the anticipated changes. The model ensured that all stakeholders participated in the implementation process. The management organized training to ensure that all employees have the requisite skills to work with the new technology.

DEWA did not arrive at the decision to procure BMC Tool into its ITSM system blindly. Another factor that contributed to the success of change management is that the company purchased a system that was functional. It ensured that the system met the needs of the various departments. After identifying the procedures of the IT department, the managers made sure that all the processes were incorporated into the BMC Remedy. They went further to confirm the viability of the tool by visiting other companies that were already using the technology.

Employee training and leadership confidence are paramount for the success of change management. Other critical success factors that enabled DEWA to introduce BMC Remedy into its IT system were the training and confidence that the leadership exhibited. The older employees were opposed to changes because they thought that it would interfere with their operations. The management conducted numerous workshops to equip the workers with skills. The seminars and awareness campaigns enabled DEWA to bring all employees together to support the new system. Moreover, the leadership was confident that the system would work. The optimism that the management exuded served as an assurance to employees, thus encouraging them to come aboard.

The success of change implementation depends on the support of the organizational leadership. Zou et al. (2014) identify stakeholder alignment as the first essential change management success aspect. Individuals within the leadership must accept that an organization requires introducing changes into its existing systems. Additionally, they must have the conviction that change management is of the essence for the success of the company. Zou et al. (2014) allege that stakeholder politics has a significant influence on the success or failure of change management. It is imperative to ensure that all stakeholders understand the need for change and its associated benefits. One should acknowledge that stakeholders have divergent interests in an organization. Thus, an anticipated change must consider the interests and values of all the affected parties. It is imperative to identify and address issues that might lead to employees opposing an intended change. It would help to curb possible resistance and guarantee an uninterrupted change implementation process.

Having a clear implementation strategy is invaluable to the success of change management. As Kash et al. (2014) put it; organizational leadership must clearly define the strategies that a company intends to use during the change implementation process. For instance, it requires having a well-elaborated bottom-up or top-down approach that outlines the deadline for the realization of specific goals. Moreover, the different departments may be given the freedom to decide if and when to adopt certain technologies depending on their needs. In some instances, departmental heads that are known to embrace change may be reluctant to adopt new technologies (Kash et al. 2014). Others may opt to accommodate the intended changes, but implement them differently. Hence, Kash et al. (2014) allege that it is imperative to make sure that all departmental leaders understand how the organization plans to integrate the intended changes into its operations.

Employees are likely to support change if it can help to improve their work. Kuipers et al. (2014) aver that an organization must make sure that the intended transformation not only is feasible but also satisfies the needs of a business. Moreover, the change must be qualified as suitable for the intended services. It underlines the reason Marzagao and Carvalho (2016) recommend conducting a feasibility study before procuring new technology. The organizational leadership can visit institutions that are already using the technology that it intends to introduce and learn how it works and its potential challenges.

This would help to ensure that an organization puts in place measures to deal with potential contingencies. Many employees prefer the maintenance of the status quo. Consequently, they have a tendency to revert to old systems of operations. Beheshti et al. (2014) advise that organizational leaders should show confidence in an intended change. It would help them to win the trust of other employees. Moreover, there is a need to make sure that employees do not have access to old technologies to reduce the possibility of the workers using them. In case some workers do not have the knowledge of how to use the new technology, it is important to organize training to equip them with the necessary skills.

Summary and Conclusion

Dubai Electricity and Water Authority is an organization that provides electricity and water services to Dubai residents. The need to improve service delivery has contributed to the company introducing numerous changes to its modes of operations. Some of the renowned transformations include the implementation of the United Nations Sustainable Development Goals and the installation of smart meters. The demand to enhance the operations in the Service Desk unit led to DEWA procuring the BMC Remedy technology. This report gives a detailed account of the implementation of the new technology, the challenges encountered, and how they were addressed. The report relied on both secondary and primary data.

A set of semi-structured interviews were used to gather information from a Service Desk Officer and a Service Asset and Configuration Manager. The two gave a detailed account of how the BMC Remedy was implemented and the ways in which the technology affected operations within the company. The management of DEWA was keen to ensure the success of the BMC Remedy. Consequently, it used Kotter’s model of change implementation to bring together all stakeholders. The adoption of the model was essential to ensuring that all steps of change management were followed. Employees were informed about a need for integrating BMC Remedy technology into the company’s IT system. Moreover, the leadership shared its vision with all employees.

In 2014, DEWA shared an evaluation report that showed how it arrived at a decision to procure the new technology. Companies were invited to apply for a tender to provide the ITSM tool. An evaluation committee selected 4th Dimension Systems after apprising all the companies that expressed their interest in supplying the technology. The course of change implementation was split into two phases. The initial phase entailed the installation of five modules. The second phase covered the management components of the transformation. DEWA’s employees had no knowledge of BMC Remedy ITSM 8.1. Therefore, the management conducted training to help workers to familiarize themselves with the technology. The implementation process involved loading the required modules and the creation of the right ITSM templates. The establishment of workflows enabled the interaction between service desk employees and clients.

Three teams were responsible for overseeing the implementation of the BMC Remedy. They comprised experts in 4th Dimension Systems, consultants from Paramount, and managers from DEWA. The implementation of the BMC Remedy did not happen without challenges. DEWA’s employees did not have the skills to run or manage the technology. Hence, the company had to organize for training to equip workers with essential skills. Moreover, the management had challenges bringing all employees together to support the new technology. Some workers, particularly the old were opposed to the BMC Remedy. The company leveraged different factors to guarantee the success of the novel technology. They included stakeholders’ alignment, succinct implementation strategy, procurement of a functional system, employee training, and leadership confidence.

The implementation of BMC Remedy enabled DEWA to improve service delivery. One of the benefits that the company accrued was the automation of IT service delivery, which improved organizational efficiency. Additionally, BMC Remedy enabled the Service Desk unit to streamline its operations, analyze and handle incidents effectively and improve transparency in the IT department. This case study illuminated the various challenges that organizations face in their effort to implement changes. It also identified some of the strategies that institutions can use to guarantee the success of change management. The study underscored the importance of ensuring that an organization has all the necessary resources before implementing changes. It also emphasized involving all stakeholders to avert potential resistance.

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Appendix I: Total score for initial evaluation

Total score for initial evaluation.

Appendix II: Overall evaluation results

Overall evaluation results

Appendix III: Interview with Ibtisam Abdulla Al Khouri

Name: Ibtisam Abdulla Al Khouri
Job title: Mgr- Service Asset & Configuration
Project role Driving the agreed and implementing DEWA I&TF’s Configuration Management policy and Procedures and Ensuring that staff comply with Configuration Management Policy and Procedure
Defining, implementing and maintaining the CMDB
Ensuring that Cl attributes, relationships and statuses are accurately populated on the CMDB and kept up to date.

Describe the implementation of ITSM Tool in IT in DEWA?

In DEWA, the tool which is used for ITSM is BMC Remedy, where all ITIL (Information Technology Infrastructure Library) processes are automated through the technology. At the technology’s core is usually a workflow management system that handles incidents, service requests, problems and changes. It usually also includes an instrument for a configuration management database. In order to implement the tool, we first defined the processes within IT. These processes were approved by the managers and then reflected in the system. Processes implemented through BMC are

  • Incident Management.
  • Service Request Management.
  • Service Catalogue Management.
  • Problem Management.
  • Change Management.
  • Service Asset and Configuration Management.
  • Release Management.

How did you operate your job before the implementation of ITSM tool?

As an IT service desk manager, we used to operate our tasks manually by receiving the calls either on phone or through email. All calls were registered on internal e-forms. All e-forms were manually filled.

What are the effects of the implemented ITSM Tool on your role?

ITSM Tool simplified the implementation of ITSM processes by providing out-of-the-box best practice processes and workflows and automated the manual job. It has also added multiple layers of refinement to the process. Through automation, we now have visibility over SLA’s, status of tickets and other statistics which are critical for the improvement of the processes in DEWA

What are the advantage and disadvantage of ITSM tool?


  • Automated IT service delivery.
  • Lower costs for IT operations.
  • Higher returns on IT investments.
  • Ability to establish well-defined, repeatable, and manageable IT processes.
  • Efficient analysis of IT problems to reduce repeat incidents.
  • Improved efficiency of IT Service Desk team.
  • Clear expectations on service levels and service availability.
  • Risk-free implementation of IT changes.
  • Better transparency into IT processes and services.


No disadvantage has been noticed so far.

Did you face any resistant for this change? Please be specific

Yes, at the beginning, as any new tool, lots of employees resisted using it, especially the old workers who were scared to use new technology and preferred to operate manually. However, through numerous fruitful workshops and awareness sessions, we managed to convince them to accept the new change in our environment.

How did you get to know how to use the Tool?

Researches and communication with experts in this field helped us to understand the new tool. Also, benchmarking with other companies that had already implemented the tool enabled us to cope with challenges attributed to BMC.

If you have the option of using this tool or no, will you go for the change?

Yes, without hesitation.

Would you recommend this tool to other companies?

Yes, because it boosts organizational efficiency.

Appendix IV: Interview with Sonal Shayola Gomes

Name: Sonal Shayola Gomes
Job title: Officer Service Desk
Project role Service Desk is responsible for looking after the day-to-day support operations provided by the Department to the users of DEWA, which include solving problems through telephone support, Microsoft Lync Chat or email, registering and maintaining logs of calls, forwarding to concerned group and tracking their progress.
It is also responsible for configuring PCs/Laptops and installing general software & DEWA Applications, repairing and maintaining all hardware items such as printers and scanners and software items such as troubleshooting of Ms Office applications, Ms Outlook and general OS related issues.

Describe the implementing of ITSM Tool in IT in DEWA

Implementation of ITSM Tool in DEWA has contributed enormously in widespread areas of IT. Prior to its implementation, tasks were handled manually. Currently, the company follows a systemized approach along with appropriate incident management and resolution as per SLA.

  • The capabilities of the ITSM system allow the IT department to plan, deliver, operate and control the IT services offered to customers such as email notifications to DEWA users for workflow through BMC Remedy tool.
  • Integrated ITSM and communication systems, through Cisco Call Manager Integration with BMC Remedy tool.
  • The service desk contributes to the assessment of security risks and safety management improvement initiatives. Its security priorities and actions are integrated into the organization at all levels.
  • Standardized processes through a uniform remedy tool adopted across the IT department

How did you operate your job before the implementation of ITSM tool?

At IT Service Desk, all the information for user service tickets was recorded manually. Previously, due to the unavailability of Service Desk Template, the information regarding Incidents to be “Assigned, In-Progress OR resolved” needed to be entered manually. In addition, there was no automated pop-up window with information about DEWA clients who placed calls to IT service desk. Due to the absence of an integrated communication system, staff details needed to be enquired and entered on every call.

What are the effects of implemented ITSM Tool on your role?

  • Effective and Efficient service delivery through automated services.
  • Optimized individual and team performance, and improved overall service delivery.
  • Advanced performance management.
  • Effective time and task management leading to better work results and good organization.

Outline the advantage and disadvantage of ITSM tool

  • Increased business alignment.
  • Increased IT service availability.
  • Increased visibility and understanding of IT services.
  • The ability to better support compliance and regulatory requirements.

While using an ITSM tool can be beneficial to any organization, there are a few drawbacks. You should analyze these before picking such a tool:

Integration issues– Not all ITSM frameworks are compatible or can be integrated with all IT-related services/software used in an organization. Some frameworks may not support specific operating systems, web-based services or cloud platforms. If your organization relies on specific software or web services, checking compatibility with an ITSM tool will be necessary.

Scalability issues– There are some ITSM platforms that do not offer good scalability. This can be a critical problem to big organizations and those companies that are on a rapid expansion spree. Scalability problem can prove to be counterproductive in the long run.

Did you face any resistance against this change? Please specify

No, there was no resistance as ITSM implementation showed a lot of benefits at the organizational level.

How did you get to know how to use the Tool?

Knowledge Transfer/Awareness sessions contributed in inculcating useful information

If you have to choose of using this tool or no, will you go for the change?

In case, the change leads to a more advanced or better tool implementation- Yes.

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