The track record for information technology (IT) implementation is not very good. MIT’s Management in the 1990s program concluded that the benefits of IT are not being realized because investment is heavily biased toward technology and not toward managing changes in process and organizational structure and culture. The authors draw on general change management literature to develop a framework for managing IT-enabled change. They argue that IT-enabled change is somewhat different from change driven by other concerns. Nonetheless, a number of models from the change management literature can be quite useful. Their framework provides a common language for managers implementing IT-based change and shows how technology, business processes, and organization must be adapted to each other for such change to be effective.