I stand by the truthfulness and authentication of my account on the changing process that I published on my web blog.
09-07-2018 The Sweeping Change of Technology Upgrading in JPMChase
Some Clarifications:
1: The table "Force analysis table" illustrated my contributions.
The table is my MBA 503 Leading Organizational Change's homework "Force analysis table" in July of 2018, not any table of the technology projections before mid of 2005 from JPM Chase's management,
The table of this "Force analysis" illustrates my contributions of "What needs to change" was done before July of 2005, because the massive "how to change" already started at the online application level to serve the JPM Chase clients around July of 2005.
2: JPM Chase management.
JPM Chase (New York Headquartered) was having a merger with Bank One (Chicago Headquartered) since July of 2004. The CEO retired in Dec. of 2005. Mr. Chief Technology Officer retired in Dec. of 2006, but there was no successor after his retirement, each business line's CTO reports to the Chief Administrative officer.
Its Treasure Lowell technology center I worked at was rumored to be shut down and had a massive layoff since 2006.
I was a contractor and new to JPM Chase, and I only stayed there till January of 2007, so I did not pay attention to any other human resource changes. The change process in JPM Chase, by end of 2006, was already at the GUI (Graphic User interface) level to ensure looks-and-feels of the software( applications) also exactly as Business-requested.
3: How would I know if I was ever heard of?
The change conducted in JPM Chase was never a nonsense. I am proud of my lifetime achievement to promote this Computer technology conversion from an innovative invention only technology to a crafted-arts creative technology. Nobody ever has done this before me for me to copy from.
Without my promotion of the QA importance, not a change that computer technology can change from "Never heard of the super cool thing invented to explore the unknown area", to "practical customer-order to serve the daily business-conducting usage". The difference in-between is as big as the "water-painting portrait" so pretty to have but not really useful, to a "crafted artistic design of home electronic appliances".
WIthout the deep understanding of how quality assurance safeguards pharmaceutical products in every step of its manufacturing, it was impossible a computer programmer could understand that upgrading the academic-expectation for Quality Assurance personnel was so critical in conducting this sweeping change in JPM Chase.
Not only I was a complete-project independent research programmer who did research on the client/server module (for authentication), the data transmission module and the database module independently for a never-done-before computer security project, but I was also a Quality Assurance personnel with the Inspector working experience from the pharmaceutical industry, the FDA equivalent in China. This was one of knowledge that I had contributed to JPM Chase management team.
Also, on July 1st of 2004, there was a brief conversation when I said I want to work in the financial industry to learn some economic & business, I was welcomed to take a look at its computer technology system since I was a top-notch computer security specialist, but I was not certain if I was welcome to JPM Chase. I was contracted to JPM Chase through a consulting firm from Florida.
----Sept 10, 2018
Ok, now is the confusion expressed about the blog article regarding JPM Chase change I wrote. Well, a technology person who participated that change in Lowell, MA has commented in this morning's broadcasting that he only recognizes the spreadsheet table is authentic true account for what happened, but not everything else. Those are too stretchy and don't make any sense.
Well, I started laughing when I heard this comment, obviously, I have not graduated from the MBA education yet. ( 09-07-2018 The Sweeping Change of Technology Upgrading in JPM Chase )
The link is the article this technology person complained about which was my effort to recall what happened in JPM Chase as an MBA student with a technology background, "doesn't make sense" stated the obvious that my blog article failed to communicate something clearly between "what to change"(the spreadsheet table) and "how to change" which was the change process that I did not participate as a manager but as a part of the human resource efforts. Some said it may be because I was not an employee who never participated in any town hall meetings organized by the tech management that were related to this changing process.
This blog article started off as my homework for course MBA503 Organizational Change, which emphasizes this change's impacts on the organization instead of the computer technology academically. In MBA, an organization's change always has "what need to change" and the change process of "how to change". In this article, I was recalling the JPM Chase's technology upgrading I participated from viewing it as a successful organizational change, not just some technology events.
I heard misunderstanding about this organizational change experience was mostly about how this change can increase business opportunities relates to enhancing computer security that I was invited to take a look at on July 1st of 2004. The answer is: Any security enhancement is a customer-order on security which needs to be fulfilled exactly as requested to achieve the objective of the highest level of security that technology can offer. If improving quality control on developing web applications or software is the necessity to enhance security on the network & information system, why not increase some business opportunities by offering customer-order web application(software) to improve business clients' experiences as well?
----October 30th, 2018
09-07-2018 The Sweeping Change of Technology Upgrading in JPMChase
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| Force Analysis Table for Kotter's Change Model's Force Fields Analysis |