Subject category:
Knowledge, Information and Communication Systems Management
Published by:
China Europe International Business School
Length: 12 pages
Data source: Field research
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Abstract
This is the second of a two-case series (909-029-1 and 909-030-1). Shanghai Changning Maternity & Infant Health Institute (SCMI), in early 2007, suffered low internal satisfaction with its IT system and a bad external relationship with its IT vendors. President Dr MA Jun hired a consulting firm Dorenfest to comprehensively assess its IT development and to provide solutions to the urgent problems. Ten months later, Dorenfest formulated a final report after observing operation process in every department and talking with front line doctors and nurses, department heads, the hospital management team and external vendors. On the contrary to Dr Ma''s previous perception, Dorenfest believed: (1) the IT development in SCMI was quite successful; and (2) it was SCMI''s ambiguous operation process, immature management system, and improper ways of working with external vendors, that were responsible for the current problems, not the attitude or capability of the vendor. Therefore, Dorenfest suggested that SCMI improved its operation and information management level, rather than urging its vendor to provide a better service. This conclusion frustrated everyone in SCMI. Dr Ma had to evaluate the credibility and feasibility of this report, and figure out a direction for the IT development of SCMI.
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Abstract
This is the second of a two-case series (909-029-1 and 909-030-1). Shanghai Changning Maternity & Infant Health Institute (SCMI), in early 2007, suffered low internal satisfaction with its IT system and a bad external relationship with its IT vendors. President Dr MA Jun hired a consulting firm Dorenfest to comprehensively assess its IT development and to provide solutions to the urgent problems. Ten months later, Dorenfest formulated a final report after observing operation process in every department and talking with front line doctors and nurses, department heads, the hospital management team and external vendors. On the contrary to Dr Ma''s previous perception, Dorenfest believed: (1) the IT development in SCMI was quite successful; and (2) it was SCMI''s ambiguous operation process, immature management system, and improper ways of working with external vendors, that were responsible for the current problems, not the attitude or capability of the vendor. Therefore, Dorenfest suggested that SCMI improved its operation and information management level, rather than urging its vendor to provide a better service. This conclusion frustrated everyone in SCMI. Dr Ma had to evaluate the credibility and feasibility of this report, and figure out a direction for the IT development of SCMI.