Transcript Behavior and Information Technology

Modernising Service Delivery
The Challenge of Integrated Change
Masterclass Series
Office for Health Management
Dr. Joe McDonagh
Trinity College Dublin
6 April 2004
The Mandate for Strategic
Change Is Far Reaching







‘… the structures we have today were designed over 30
years ago …’ (Michael Martin, T.D., June 2003)
Rationalization of existing health service agencies
Reorganization of the Department of Health and Children
Establishment of a new Health Services Executive
Establishment of a new Health Information Quality
Authority
Devolution of budget responsibility
Modernization of supporting processes
© 2004, Dr. Joe McDonagh, Trinity College Dublin
Focusing on ICT Is Necessary but
Not Sufficient








ICT deployment is central to delivering the
transformational change programme
But health systems have been poor adopters of ICT
ICT has historically been viewed as an expense
Increasingly being viewed as a creator of business value
Greater degree of ICT coordination is needed for the future
Significant increase in levels of ICT investment is needed
Comprehensive approach to strategic change must
accompany all change initiatives
Core principles apply to all strategic change initiatives
© 2004, Dr. Joe McDonagh, Trinity College Dublin
Effective Transition Management
Is Essential to Success
Where
are
we
now?
How will we
manage the
transition?
Where
are
we
going?
© 2004, Dr. Joe McDonagh, Trinity College Dublin
But Transition Management Can
Be Very Challenging
80% of systems delivered late (*2.22),
over budget (*1.89), reduced
functionality (*.59)
Around 40% of developments fail or
are abandoned
Current
State
60% do not fully address training and
skills requirements
Less than 25% properly integrate
business and technology objectives
Desired
Future
State
80-90% do not meet their
performance objectives
10-20% meet all success criteria
© 2004, Dr. Joe McDonagh, Trinity College Dublin
Delivering Strategic Change Is
Not Easy

‘In order to achieve further progress on SMI/DBG, a fundamental
assessment of change management supports at both central and
departmental level is required’ (Evaluation of the Strategic Management Initiative,
2002:32).

‘In particular, the need for a central-level change champion to maintain
momentum and rigor should be explored’ (Evaluation of the Strategic Management
Initiative, 2002:32).

‘The implementation process has been characterised by:
 A fragmentation of the rollout at central and departmental level.
 An insufficient conviction in some Departments / Offices of the
need for change - combined with a sense that the status quo was
acceptable’ (Evaluation of the Strategic Management Initiative, 2002:32).
© 2004, Dr. Joe McDonagh, Trinity College Dublin
And the Modernization Agenda is
Becoming More Demanding







Customer-centric service delivery is the vision
Nurturing an integrated service management approach is
essential
Integrated multi-channel service distribution is core
Integration and transformation of public services is
assumed
Emphasis is on integration across agencies
Involves significant upfront investment
Necessitates addressing significant impediments to change
© 2004, Dr. Joe McDonagh, Trinity College Dublin
Integrating Modernization and
eGovernment is Essential
Customers
Channels
eBroker
Departments / Offices
Health and Children
Services
catalogue
Education and Science
Social, Community & FA
Revenue Commissioners
Services
manager
Customer
data vault
Justice Equality and LR
Enterprise, Trade & Emp
Finance; Environment / LG
Public Enterprise; Defence
Agriculture, Fisheries, RD
© 2004, Dr. Joe McDonagh, Trinity College Dublin
But the Obstacles are Formidable

If Government is to achieve the vision of improved
services more efficiently delivered, then it must take steps
to overcome a number of barriers (Electronic Government Services for
the 21st Century, April 2001)

Otherwise the nightmare scenario of high investment
without improved services will not be avoided (Electronic
Government Services for the 21st Century, April 2001)

There are formidable organizational impediments to this
change management agenda (High Payoff in Electronic Government:
Measuring the Return on E-Government Investments, May 2003)
© 2004, Dr. Joe McDonagh, Trinity College Dublin
Executives Respond to This
Challenge in Diverse Ways
Vision
Architect
Humanist
Blueprinting
Strategic capability
Strategic integration
Reward/coercive power
Detached from reality
Emancipating
Participative change
Social integration
Referent power
Unrealistic expectations
Rational
Social
Designing
Optimising solutions
Technical integration
Technical expert power
Alienation & discord
Bargaining
Cultivating compromise
Political integration
Affiliative power
Rather unpredictable
Engineer
Broker
Action
© 2004, Dr. Joe McDonagh, Trinity College Dublin
Competency Development Is A
Prerequisite To Success
Vision
Humanist
Architect
Strategy and policy
Governance
Infrastructure
Programme management
Organization development
Collaborative change
Communicating change
Process consultation
Rational
Social
Project management
Services management
Process engineering
Systems engineering
Coalition building
Benefits management
Managing consultants
Performance auditing
Engineer
Broker
Action
© 2004, Dr. Joe McDonagh, Trinity College Dublin
And Success Has Its Own
Particular Integrative Pattern
Vision
Humanist
Architect
3
Strategy and policy
Governance
Infrastructure
Programme management
Organization development
Collaborative change
Communicating change
Process consultation
Rational
4
2
Social
Project management
Services management
Process engineering
Systems engineering
Coalition building
Value management
Managing consultants
Performance auditing
Engineer
Broker
Action
© 2004, Dr. Joe McDonagh, Trinity College Dublin
1
Thank You for Listening
Dr. Joe McDonagh
Senior Lecturer in Strategic Change and IT
Trinity College Dublin
Phone: +353-1-6082330
Fax: +353-6799503
[email protected]
© 2004, Dr. Joe McDonagh, Trinity College Dublin