ICT alone is rarely enough to bring about successful process change initiatives. Other organizational enablers must align to bring about positive net profit change. These enablers fall into two categories: structure and culture. The major structural enabler is the cross-functional team. The major cultural enablers are the organizational culture, the level of employee empowerment, the participatory nature of the organization, and organizational politics. ICT can be both an enabler and a constraint in process change and the enhancement of competitive position. As an enabler, technology supports improvements and innovations that can bring about positive organizational changes, but as a constraint, ICT can also result in the same change initiatives being unsuccessful.