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This paper aims to argue that the implementation of the Choose and Book system has failed due to the inability of project sponsors to appreciate the complex and far‐reaching softer implications of the implementation, especially in a complex organisation such as the NHS, which has multifarious stakeholders.

The authors use practice‐oriented research to try and isolate key parameters. These parameters are compared with existing conventional thinking in a number of focused areas.

Like many previous NHS initiatives, the focus of this system is in its obvious link to patients. However we find that although this project has cultural, social and organisational implications, programme managers and champions of the Connecting for Health programme emphasised the technical domains to IS/IT adoption.

This paper has been written in advance of a fully implemented Choose and Book system.

The paper requests that more attention be paid to the softer side of IS/IT delivery, implementation, introduction and adoption.

The paper shows that patient experience within the UK healthcare sector is still well below what is desired.

Updating a company's business, information and information technology strategies regularly may highlight not only changes in the environment, but possible business opportunities. Timely implementation may save lost opportunities. In the last 40 years the information systems discipline has borrowed techniques from other areas. Some have been used to support the information system development process. This article focuses on the system requirements process and its applicability in rapidly changing business environments.

There has been a great deal of interest in ensuring that organisational strategy is successfully implemented in order to meet business objectives. More recently, reports of the failure of information systems and technology (IS&T) projects have become more regular and the reported failures more spectacular. This has added to a growing perception that IS&T implementation approaches currently utilised are struggling to add value to customers and users, leading to calls for a re‐think of how IS&T is introduced into organisations. This paper seeks to develop a customer experience strategy which will give a key group of stakeholders, customers, a major input in the IS&T development process.

The approach taken to examine IS&T implementation at this stage of the development of this theme is empirical. The failed introduction of a new IS&T system in a major service organisation in the UK is used as a case study. Data were gathered from 22 face‐to‐face interviews with key stakeholders in the IS&T project.

The paper finds that the failure was driven by a number of factors, including poor project management and a lack of understanding of how systems can negatively affect organisations and customer relationships. The paper re‐emphasises the need to ensure that customer and user perceptions are taken into consideration during any major systems introduction project. An interesting aspect of these systems is that a version is being used today by the organisation.

The customer experience journey (CEJ) framework will be improved by being validated within another organisation.

The paper recognises that, in the future, a clear framework to support the CEJ needs to be well thought out before a major systems introduction project commences. This is increasingly important as many roll‐outs are trans‐national and involve customers and supply chains.

The paper contributes to work practice relating to customer‐driven IS&T service introduction.