How to manage the big bang: evolution or revolution in the introduction of an MLE?

Purpose – To examine how introducing an institution‐wide managed learning environment impacts on the processes of organisational change using City University, London as a case study. Design/methodology/approach – Literature‐based discussion of current issues around the introduction of online learning to provide theoretical framework. Action research methodology used for interviews with leading members of the institution. Findings – There is a significant amount of literature available on institutional change and managed learning environments; however, how the introduction of such systems operates in practice depends on the context of the institution. In the interviews with key stakeholders six significant themes are identified for the management of change in this area: pedagogic direction; operational connections and development; organisational structure and change; system process; professional development; strategic vision and perception. Any implementation project regarding the introduction of managed learning environments should encompass these key themes. Research limitations/implications – Based on interviews with a small number of stakeholders at the institution. Further research could compare the experience at City with other institutions and revisit a wider selection of stakeholders at City to assess their views at a later stage in the implementation. Practical implications – Provides guidance after the experiences encountered at the institution which could assist other universities both during the planning phases of such a project or during the implementation itself. Originality/value – Identifies a number of key areas to shape and formulate project management. Combines empirical evidence with theoretical context.