Implementing change in a public agency

Purpose The article aims to investigate implementation problems arising from the introduction of a new computer system in a public agency. Design/methodology/approach Two analytical lenses were employed: a prescriptive model of technology‐based implementation and planned and emergent models of change. Findings Unintended consequences tested the organisation's resilience. It was found that those parts of the organisation with enhanced resilience exhibited localised leadership. Practical implications Successful implementation of change involving new technology requires a balance between “top‐down” planning and distributed leadership. Adequate attention to organisational learning is also a significant factor. Originality/value Implementation involving new computer systems is a commonly‐encountered problem in the public sector, yet there are few empirically‐based studies that deal with organisational and management issues in this context.