IT can change how we work, but only the right strategies can make change happen effectively.
Benedict Tan
Group CIO, SingHealth
Organisational transformation has become a permanent feature of the business landscape. Innovative IT has helped to change how we file income tax, book movie tickets and even use money from the bank. It has also transformed how we in healthcare industry care for our patients.
However, change initiatives can fail if they expect IT to be the magic cure, are poorly thought through, or lack a strong sponsor.
For instance, using an IT application that tracks bed occupancy does not on its own solve a hospital’s bed crisis. Technology is powerful, but it is not a panacea to solve all problems.
To undertake any transformation project, consider these 7 principles:
1. Fully understand your problem
Specifically, seek to understand how your problem is interconnected with processes outside your scope. Truly understand who your stakeholders are. IT vendors will share solutions that have solved problems in other organisations – but can they solve yours?
2. Rethink your processes
True transformation does not happen just by computerising the system. It only happens when you reduce the number of steps in the process and change the users’ experience. For example, booking movie tickets used to involve going to the theatre early and queuing up at the counter. Today, a moviegoer can get an e-ticket before he steps out of his house.
3. Slaughter “sacred cows”
Be prepared to either support or drive a review of these potential roadblocks. Of course, it’s easier when you have a strong leader to sponsor the project.
4. Get an experienced facilitator
Try to get your team to participate and be involved, instead of positioning yourself as the consultant who has all the answers. This way, they will own the process and push for the change themselves.
5. Work on the “to-be” process
Work on the final outcome by looking at seven themes (7Rs) of process innovation: rethink, reconfigure, resequence, relocate, reduce, reassign, and retool.
6. The 80-20 rule
Some transformations may not suit 100 per cent of the users, but don’t shelve your idea. For instance, not everyone may be savvy enough to use a self-registration kiosk. Consider allowing 80 per cent of visitors to use it and handle the 20 per cent manually.
7. Manage change
Organisational change efforts will meet with resistance. Educate and communicate to overcome the obstacles.
Ultimately, any transformation is a journey that happens over many years, and IT is but a vehicle for the journey.
Benedict spoke on this topic at the SGH Allied Health Leadership Forum organised by SGH Allied Health Division, entitled “Lead Transformation Through IT” on 14 October 2015.
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