Brave new world: The challenges in transforming information technology services

Abstract

The Chief Digital Officer for the University of Auckland, Stephen Whiteside, was deep in thought. It was mid-2014, and he contemplated the strategic significance of IT services to the organisation and the importance of its role in ‘determining the future’, as well as the gravity of decision making that would essentially pave the way to more effective and efficient support services. His office overlooked Albert Park, situated on the remains of Ranipuke, a volcanic cone in the centre of the city. The picturesque setting symbolised a 140-year-old, time-honoured sanctuary for Aucklanders. As he surveyed the manicured lawns and flower beds – with the elaborate fountain (1882) in view – he was struck by the serenity and permanence of the setting. For a moment, he considered maintaining the status quo within Information Technology Services. It had, after all, successfully delivered an organisational-wide service for decades. Albert Park had also been home to military barracks in the mid 1800s, where troops had been stationed for more than 20 years. Perhaps, a call to action would be better: to mobilise internal resources and embark on transformation. As he mulled over these alternatives, a third option came to mind: sourcing external support in this endeavour. He was still undecided as he gazed out of the window. He wondered which of these alternatives would deliver the best results and critically, which of them would stand the test of time.