We've gained a lot of insights from Web-enabling many of our core business functions through our Web enable initiative. Two years ago, we set out to transform our business by turning the Web into a competitive resource. This month in TELUS scope, we share some of the things we learned along the way. If you missed our previous articles,
you can read them here:
no fear - the TELUS Web enable story (Pt. I) &
initiative - the TELUS Web enable story (Pt. II).
At first, this kind of initiative seems enormous and overwhelming. Don't worry; with the right map to follow, Web-enabling can be relatively straightforward. At TELUS, we started by developing a clear plan with specific objectives. Then, we executed on that plan in an orderly, methodical manner. With everyone working with a single purpose and one strategic vision, we managed change within the organization and realized the full benefits a truly Web-enabled business can bring.
support and structure
Without a doubt, executive sponsorship and commitment was key. Clear executive support helped guide the program and provide the appropriate resources wherever needed. By setting the wheels in motion from the top down, we were able to remove organizational barriers and foster an environment responsive to change. The team we created was fully networked across the company and worked toward one strategic vision.
baseline measurement
To stay on track and demonstrate successes, you'll need to establish baseline metrics. There were some things we didn't establish a baseline for and now wish we had. Hindsight being 20/20, we recommend setting very specific measurements for your program and tracking everything you can.
dealing with change
As you can imagine, change of this sort is stressful to an organization. To help manage and alleviate some of that stress, create a "roadmap" to follow. This roadmap helps keep things simple and clear as you progress. Choose a plan that works for you and stick to it. We chose to break our roadmap down into 90-day increments. This provided us with early wins that showed progress quickly and helped everyone see the benefits quickly.
'remove the manual alternative'
It's difficult to break old habits. To increase adoption and cement the benefits within the organization quickly, we looked for ways to help make the organization face up to the challenge of change. Darren Entwistle, president & CEO, set the direction early on when he said, "remove the manual alternative." So, in many cases where we had a manual alternative, we completely replaced the process with a Web-based program.
Taking our organization into the future of business was an investment well worth making and we'd like to share even more of our insights with you. No matter what you need to make your business a successful e.business, we've probably lived through it. Give us a call and we'll help you see your way to the future too.
"TELUS made it easy for us to plan and implement a Web-based patient information system. They were flexible and worked effectively to integrate software from some of our other partners. Not only do we benefit from a more robust, accessible system and ongoing support, but in less than a year, we've already seen a significant payback. Our cost-benefit analysis shows an Internal Rate of Return of 192% and a Net Present Value to the Health Care System of $15 million."
Larry Corea, Director DATIS
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