Background and Challenge
With more than 15,000 medical professionals, a large U.S. regional health network grew rapidly over the past five years, both organically and through merger and acquisition (M&A) and plans to double in the next five years. Understanding the need to aggressively control costs, the CEO has challenged IT to support this growth with today's resource levels – to double productivity.
But IT is more challenged than before its M&A expansion. It is a significantly more complex patchwork quilt of policies,
Two years ago, the client's CIO set a course to simplify and unify enterprise IT, starting with the foundation: a single, capable, flexible enterprise-wise infrastructure to power IT enterprise operations. Not satisfied with progress on the strategic changes, he engaged Evergreen to help with the transformation.
Evergreen worked with the CIO's team to understand the challenges and why past efforts didn't show the results they needed. Three themes emerged:
- Not enough work had gone into deeply understanding the problem, clearly defining a future state that would meet the needs of the business and then
mappingout a business value-based set of activities that would get them there.
- The full IT management team had not been engaged to understand the depth of the problems they faced and to work as a team to build the future. This created skepticism that senior IT management was truly committed to and capable of transforming IT.
- Past efforts had been too technically focused and undervalued the role of clear policy and process in creating and adopting a sustained transformation. As a result, technology-based improvements did "go live" but withered over time.
Evergreen led the client to define the problem and understand the impact on the organization up and down IT management. In the same way, a future state was envisioned and shared. A transformation timeline was built with discrete short- to medium-term projects – clearly ordered by business value and logical precedence.
Transformation planning is guided by ITIL best practices with clear business value to the client. Each area of transformation is plumbed for quick wins and is designed beginning with:
- Problem identification,
- Definition of an appropriate future state and
- A minimum combination of policy,
processand technology required to build a sustainable solution.
To ensure the organization understands and adopts the changes, a transformation
Outcome and Benefits
One year into the program, the client's IT is a very different organization and has realized significant benefits.
- The transformation roadmap is understood and adopted across all levels of IT management
- This is changing silo thinking into enterprise thinking, and IT management has truly embraced a "do it right the first time" credo.
- The client is rapidly and effectively executing on their transformation.
- Transformation projects and activities are delivering their targets on time and on budget. Prior to this, two years and several million dollars were spent with limited measurable progress.
- Concurrent active projects, integrated into a cohesive solution, include service management, configuration management, event management, data center automation and project and portfolio management.
- Effective focus on "right" policy is improving governance and efficiency as it is proactively built into process and automation in all projects that are part of the transformation.
- An IT governance function has been chartered, reporting to the CIO and ensuring that IT strategy gets adopted and flows reliably into standard operating activities.
- Policy and process improvements made have improved asset accountability in accordance with HITRUST standards, earning the client a cash incentive award, amount to be determined.
- Evergreen's Continuing Services (CS) program supports each area immediately after "go live", driving enterprise adoption with expert support AND a managed portfolio approach to ongoing enhancements – ensuring evolving user needs are met.
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