Case ID: R0707A     Solution ID: 35787

Too Far Ahead of the IT Curve HBR Case Study and Commentary Case Solution


This HBR Case Study incorporates both the case and the discourse. For showing purposes, this reproduce is likewise accessible in two different forms: contextual analysis just, republish R0707X, and editorial just, R0707Z. Peachtree Healthcare has real IT foundation issues, and CEO Max Berndt is attempting to locate the correct settle. He can run with a solitary arrangement of frameworks and applications that will give consistency over Peachtree's offices yet may not give specialists enough adaptability. Then again he can pick benefit situated engineering (SOA), a particular plan that will permit Peachtree to institutionalize incrementally and specifically yet represents certain dangers as a fresher innovation. What would it be a good idea for him to do? Four specialists remark on this anecdotal contextual analysis in R0707A and R0707Z, wrote by John P. Glaser, CIO for Partners HealthCare System. George C. Halvorson, the director and CEO of Kaiser Permanente, cautions against utilizing untested systems, for example, SOA in a social insurance condition, where lives are in question. He says Peachtree's administration must elucidate its general IT vision before conceiving an arrangement to accomplish each of its targets. Monte Ford, the main data officer at American Airlines, says Peachtree can bit by bit supplant its old frameworks with SOA. An incremental approach, he brings up, would limit chance as well as upgrade adaptability and control, and would permit IT to move needs en route. Randy Heffner, a VP at Forrester Research who concentrates on innovation models for PC based business frameworks, believes SOA's secluded way to deal with business configuration would best address Peachtree's issue for adaptability. He says that Peachtree's CIO considers SOA to be another item classification yet ought to rather see it as a technique. John A. Kastor, a teacher at the University of Maryland School of Medicine, inquiries the objective of institutionalized care. He contends that it is hard to convince specialists, a large portion of whom are furiously autonomous, to take after inflexible examples in their work.

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