Lessons from a failed information systems initiative: issues for complex organisations

Organisational issues are now recognised as key factors in the effective use of information technology (IT). This paper extends our knowledge of these issues for large complex distributed organisations. It is based on an analysis of the failure of a large IT system selected by a major state public health service for Statewide implementation. The system selected was well proven overseas, was implemented through a pilot process, yet was withdrawn because it did not meet requirements. The issues which are dealt with include the nature of the organisation and its interaction with the implementation strategy, the nature of decision-making, the contrast between the incentives and perspectives at different levels, ownership of the program, management of skills and the impact of instability and complexity. The option of decentralised IT management is raised and the advantages of common systems discussed. A proposal is ventured for managing such developments while maintaining essential commonality. The paper demonstrates that the environment of large complex distributed organisations introduces a complex of issues that are not normally considered in implementation strategy.

[1]  Michael J. Earl,et al.  Is Your CIO Adding Value , 1995 .

[2]  Chris Sauer,et al.  Research Paper: Information Technology in Complex Health Services: Organizational Impediments to Successful Technology Transfer and Diffusion , 1997, J. Am. Medical Informatics Assoc..

[3]  Rudy Hirschheim,et al.  Information Systems and User Resistance: Theory and Practice , 1988, Comput. J..

[4]  Henry Petroski,et al.  To Engineer Is Human: The Role of Failure in Successful Design , 1986 .

[5]  Rajiv Sabherwal,et al.  Overcoming the problems in information systems development by building and sustaining commitment , 1995 .

[6]  Chris Sauer,et al.  How before what—an exploration of the process of developing competencies for managing a “Central Selection, Local Ownership” diffusion policy to support organisational transformation , 1997 .

[7]  Nancy M. Lorenzi,et al.  Organizational Aspects of Health Informatics , 1995, Computers in Health Care.

[8]  Chris Sauer,et al.  Fit, failure, and the house of horrors: toward a configurational theory of IS project failure , 1997, ICIS '97.

[9]  Henry Mintzberg,et al.  The structuring of organizations : a synthesis of the research , 1980 .

[10]  Mark Keil,et al.  Pulling the Plug: Software Project Management and the Problem of Project Escalation , 1995, MIS Q..

[12]  Cynthia Mathis Beath,et al.  Supporting the information technology champion , 1991 .

[13]  Gibson Se,et al.  Managing computer resistance. , 1986 .

[14]  R. T. Riley,et al.  Transforming Health Care through Information: Case Studies , 1995 .

[15]  Erik W. Larson,et al.  The systemic distortion of information: An ongoing challenge to management , 1996 .