areas where we lost intellectual capital , or we weren ’ t as mature .”
CHRISTUS had a long-standing tenure with people who had been a part of the business for decades , who understood the systems and , as Raby explains , “ did not rely on a transformational practice or discipline , but rather their own individual longstanding knowledge .”
This of course , only serves to emphasise the significance of losing 60 % of staff and the challenge that
“ As with most IT organisations , the lack of clarity and static annual budget cuts can kill the revolutionary capabilities that technology innovation can provide ”
- Christa Barclay , Strategy , Performance Management & Innovation Program Manager , Office and ACIO
was facing Raby and Barclay .
But what the two of them brought to the organisation , was a fresh and innovative approach .
“ Any time an organisation is faced with losing that level of capital , to me , is an opportunity to gain new talent , new philosophies , insight , methodologies and systems that could position us better for the future ,” says Raby .
First up for Raby , as noted , was identifying where the organisation ’ s growth opportunities were , where she could really implement strategic
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