The first results would be the Generic Appointment System (GAS) and the Geographic Information System (GIS), which would substantially improve the efficiency of its employees by reducing unnecessary phone repair house visits and create a more usable and comprehensive telephone network database respectively. There were, of course, issues of resistance to the new technology, most particularly by users who felt that this approach did not substantially address the political issues that often impeded productivity. According to the case study, some employees felt of GAS and GIS that "these mechanisms were inappropriate because many of the problems users had with the system were of a 'political' nature -- that is, they were related to the changes wrought by the new systems on user work-related roles, remuneration, responsibilities and conditions, the automation of certain tasks by these systems and so on." (p. 11)

This informs the primary recommendation to be derived from the present case study. That is, the importance of the CLC cannot be underestimated nor can the grievances recognized due to it be overlooked. The CLC demonstrates that Eireann's employees want a stake in the company's technological development. It is incumbent upon the company to find ways of truly make this stake a positive one. The above-noted political obstacles demonstrate the need to undo the bureaucracy that makes employee participation frustrating rather than empowering.
Works Cited:

Butler, T. & Fitzgerald, B. (1999). The Institutionlisation of User Participation for Systems Development in Telecom Eireann. Idea Group Publishing.