Business Context Part 7

The role of technical change management in digital operational integrity.

Organisational change means a change, reorganization or replacement with respect to processes, methods, systems, operations, technologies and structure of an organisation. This change can be developmental transitional and transformational.

Key terms

Developmental: Concerned with the development or someone, something or even both.

Transitional: The transition from one position, stage, state or concept to another.

Transformational: Producing a change or improvement in a situation.

Preparation

Any digital change can be a very complex process and therefore careful preparation is required to ensure that it is successful. The following are examples of the steps that should be taken by an organisation preparing for digital change.

Choosing the appropriate digital change strategy to meet the goals of the organisation

It is important for organisations to identify where digital change is needed and not invest in digital technology just for the sake of it. It is important that organisations carefully consider the overall business goals and objectives they want to achieve. This includes short term, medium term and long term, followed by an assessment of what digital technology is required to achieve the goals and objectives that have been identified.

Investing in technology

Digital change means different thing for different businesses in different contexts. Spending a lot of money on digital technology does not always guarantee success. Research has shown that there are three forms of digital technology that can have an impact on the operational functions of organisations:

The internet of things because it can provide operational intelligence

The cloud - because of its scalability

Big data analytics - which can transform vast amounts of data into predictive and actionable information

Communicating the benefits and rationale of the change 

Once an organisation has identified how digital change can support the overall business goals, it has to convince the stakeholders. This is because digital change strategies change the way businesses function. There is an impact on people's jobs, how they work together and how they complete tasks.

Using data to enhance the decision making

Re-evaluating the digital change strategy

A digital change within any organisation is never complete as new technologies are launched continuously. This can be robots to complete production line tasks quicker than

The 10 Billion Pound NHS Failure 

Timeline

• 2002: NPfIT starts, Richard Granger appointed NHS IT director.
• 2003: BT and other service providers (CSC, Fujitsu, Accenture) awarded 10-year contracts for regional clusters.
• 2004: BT awarded NHS broadband contract.
• 2005: NHS Connecting for Health (NHS CFH) established.
• 2006: Accenture withdraws, CSC takes over its clusters.
• 2007: Program shifts to local ownership with three new program areas.
• 2008: Fujitsu contract terminated; leadership changes with Connelly and Bellamy taking over.
• 2009: BT takes over Fujitsu’s trusts; NHS CFH integrates with Department of Health Informatics Directorate.
• 2010: BT signs new agreement with NHS CFH; coalition government elected.
• 2011: NPfIT officially ends, with £12.7 billion spent and about £2.6 billion in benefits realized.