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A healthcare executive reveals ‘insider’ perspective about IT failures

Jennifer O'Brien | July 17, 2017
‘Whether in the private or public sector, we don’t do big IT implementations well.’

“When I think about big enterprise, and the complexity of big enterprise, Queensland Health is a good example. It is all very easy if you have a new CEO or executive or a new board coming in and saying, ‘We want to go cloud everything. We want to throw the baby out with the bathwater and we want to be agile.’

“But the challenge is, ultimately in big enterprise, so much of your ability to deliver processes and services is dependent on infrastructure and capability you already have. And for those organisations contemplating moving to SaaS or PaaS, they really have to think about the integration and the probability issues of what they already have. Because a lot of what they currently have could actually be very valuable to where they want to be.”

In looking to move to contemporary platforms, he said there’s a lot of value that’s already sitting in any given organisation that's on tap.

“My advice is you need to look to the disrupting technologies, like mobile and mobility and look at how you can create new value for your customers and stakeholders, but don’t throw the baby out with the bathwater. Look at what you’ve got and how you can exploit what you’ve got and get better value through your staff, which creates stability within the organisation so they don’t feel like their whole world is about to change.

"Leverage what you’ve got, but still integrate the new platforms, which is the more pragmatic approach and you’ll take the organisation and the staff with you better on that journey.”

Additionally, he said government needs to start listening to consumers and use technology to creatively ramp up customer engagement.

“The big difference that we’ve seen in the last couple of years is the role of the consumer. Social media has shown the consumer is a very powerful voice in the value chain of any industry and in government they need to start listening and engaging consumers,” he said, explaining the way forward is through consumer centred design.

‘I challenge any government around Australia to be able to say, ‘yes we actively engage consumers in the way in which we design solutions for our customers and consumers.’ I don’t think it happens very much in government. That to me is where the next big leap in value will happen - where the consumer gets to the technology in terms of what you’re delivering, whether it be in an agile approach or traditional approach.”

He suggested organisations consider a “digital governance manifest checklist" - a checklist of digital governance artefacts that governing boards need to be able to check off as they progress their digital governance maturity journey.


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