This note on a recent project for the ADHA appeared a day or so ago!
Redesigning the Australian Digital Health Agency’s Operating Model
The Challenge
The Australian Digital Health Agency (ADHA) delivers digital healthcare systems and the national digital health strategy for Australia. To operate as effectively as possible, it sought to eliminate capability duplication, uplift its corporate capabilities and facilitate new ways of working.
ADHA engaged the E&A team to ensure all business areas were aligned, working together and operating efficiently.
Designing the Business
To model how ADHA produces value for its stakeholders and identify the capabilities required to realise this value, we leveraged existing materials, such as ADHA’s strategic plan and related documents, and engaged with business areas.
We used business motivation models and business operations models to produce a holistic and integrated view of ADHA’s business capability requirements.
We also produced a view of the target state needed to achieve them.
Designing Value Creation
We identified information management as critical to delivering value to stakeholders. With this in mind, we then assessed the end-to-end value chain for areas in which information management was a required capability. We also assessed the maturity of each work area to manage information.
We worked closely with ADHA business users to engage them in the business architecture journey.
Users validated value chain maps and helped to identify capability gaps and overlaps.
Operations Modelling
The value chain assessment guided the development of a roadmap to support ADHA’s investment decisions. This informed a sourcing strategy to achieve the target operating model. The sourcing strategy was flexible enough for the market to educate the ADHA on the most effective ways to achieve outcomes and was scoped to ensure business objectives could be met.
Transformation Modelling
We drew on our technical and business expertise to design a modular business that is agile, responsive and can adapt well to change. We focused on demonstrating the relationships between individual components and highlighting meaningful insights that could inform investment decisions.
Using contemporary tools and frameworks, we designed a simple and clear target operating model. This ensured the model was easy to maintain, sufficient to guide investment and valuable over the long term.
The Benefits
The target operating model now supports ADHA’s business objectives, capabilities and delivery approaches. With the model in place, its business needs are better considered in sourcing decisions.
ADHA has benefited from increased responsiveness and agility, less duplication and reduced ICT complexity.
The operating model has also demonstrated the need for a change program to strengthen its core capabilities.
Here is the link:
https://evolveandamplify.com/work/redesigning-the-australian-digital-health-agencys-operating-model/
Here is a little about the company here:
Executable Strategic Advice
Why Evolve & Amplify?
As a business leader it can be difficult to navigate through the complexities of your organisation to deliver maximum value to your customers.
We help you navigate from strategy to execution, ensuring the journey is traceable and transparent. This empowers you to make evidence-based decisions when designing your organisation and the means to achieve your vision.
Who are we?
Evolve & Amplify is a problem-solving advisory that delivers executable strategic advice.
Our purpose is to deliver the “aha!” moments that help our clients understand the pathway to real change.
Here is the link:
Many of the staff highlight that have a CBA® qualification
The Certified Business Architect qualification seems to be a $500 qualification obtained by passing an exam set by the (apparently non-profit) Business Architecture Guild.
See here:
https://www.businessarchitectureguild.org/page/certification
I really look forward to hearing just what the on-the-ground experience was with all this as I really struggle to understand what was planned / delivered. An explanation in plain English of just what they actually do would also help. I confess that is probably my lack of expertise in the field that leaves me wondering!
Comments encouraged!
David.
16 comments:
What a load of rubbish.
Why would anyone spend tens of thousands of dollars/pounds doing an MBA at a prestigious business school when they could become accredited by the business architecture guild? Because doing an MBA is hard and you have to be smart to get into such courses and you get to learn a heck of a lot more.
It seems to have a lot in common with those places that offer online doctor of divinity degrees.
It says a lot about the ADHA that they would use such people to advise them on their operating model.
It looks as though that new CEO of theirs knows as much about running a government agency as the journalist she is replacing.
My guess is that they saw the video on the guild's web site that uses the phrase: "Establishing Business Ecosystem Transparency".
Ecosystem is the word of the moment in ADHA.
Never before have I read such shallow, fascile, incomprehensible, rubbish in my long career in health ICT.
What a diabolical, non-sensical, incomprehensible, load of 'random-buzz-word' generated rubbish.
If this 'STUFF' in any way reflects the thinking, views and understandings, of our Health Department bureaucrats (Dr Brendan Murphy, Secretary et al) and more importantly the Minister for Health (Greg Hunt) then we should all, everyone of us, hang our heads in shame for having allowed things to have deteriorated so, so, far since Dr Ian Reinecke was appointed to establish NeHTA over a decade ago.
Anyone who would like to disagree is most welcome so to do.
Business motivation modelling is notation modelling method published by OMG. Value chain - simply put provides a means to capture process, roles and capabilities (TOGAF) it should be value stream. They omit the end game - services - simply put what service does ADHA deliver and how do others make value from it.
It is hard to judge based on this marketing piece. I would assume the following:
ADHA could not determine why they exist or why they do what they do
This was a simply an exercise in enterprise architecture-in-a-box, many tuned out quickly
Other than normal business functions and MyHR ITSM service desk both ADHA and this company were baffled as to how to modernise informatics, terminology, CCA, standards and architecture.
This like all the previous attempts - destined to collect dust.
Has the operating model been publishedv
Seems a standard playbook chapter - new CEO - Define new operating model - restructure - exit majority of executive level - new executive level - restructure - replace majority of GM amd Directors - rinse and repeat.
In reality this is a step in the process to return ADHA to the department and close the Agency. MOG would suggest a two year process. They will need to clear out as many non APS as possible this calendar year.
The following buzzword summary provides absolute clarity.
- eliminate capability duplication
- uplift corporate capabilities
- facilitate new ways of working
- ensure business areas are aligned
- working together and operating efficiently
- leveraged existing materials
- used business motivation models
- business operations models
- holistic and integrated view
- business capability requirements.
- view of the target state
- identified information management as critical
- assessed the end-to-end value chain
- assessed the maturity of each work area
- users validated value chain maps
- identify capability gaps and overlaps
- support investment decisions
- target operating model
- sourcing strategy was flexible
- market to educate the ADHA
- most effective ways to achieve outcomes
- scoped to ensure business objectives
- design a modular business
- agile, responsive
- adapt well to change
- relationships between individual components
- meaningful insights
- inform investment decisions
- contemporary tools and frameworks
- clear target operating model
- easy to maintain model
- sufficient to guide investment
- valuable over the long term
- model in place
- increased responsiveness and agility
- reduced ICT complexity
- need for a change program
- strengthen ADHAs core capabilities
Yes indeed. And the kicker concealed within the muddled verbiage is the "need for a change program to strengthen ADHAs core capabilities"!!!!
It's all spin, aimed at their public service masters.
As I said at 6:01 PM "we should all, everyone of us, hang our heads in shame for having allowed things to have deteriorated so, so, far".
The problem is that I very much doubt if anyone can now do anything to put a stop to this incredibly destructive and ever so costly stupidity. The only responsible course of action is to irrevocably terminate the ADHA and associated projects.
There are a handful of these ‘consultancy houses’ in Canberra. They make a good living from this sort of work. We could save a lot of time effort and cost and simply print this every time there is a change in any government agency or department. It is also more entertaining than hours spent talking with text book enterprise architects.
Corporate mission statement
https://youtube.com/watch?index=3&list=RDFnlvPa9vFd0&v=GyV_UG60dD4
What goes round, comes around:
"We trained hard . . . But every time we were beginning to form up into teams, We would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing . . And a wonderful method it can be for creating the illusion of progress while producing inefficiency and demoralization."
Petronius
First Century A.D.
To commission this work would take about 3 months from idea to business case to procurement ( and that is quick). I am not sure this would be the new CEO’s doing. Smells more like an outgoing regime attempt to reward those who were loyal in 2019/2020
Very true Anon 7:59 PM and the work would have spanned at least three if not six months. As the article references work completed we are at best looking at least six to eight months.
I have experienced the failure of national eHealth authorities for 2 decades and along with a few other areas of society where we have failed, the common thread is the move to reliance on management and mathematical modelling rather than domain knowledge, experience and real experimental data. The reviews I have been involved in have been done by people who (although not silly) have very little domain knowledge or technical experience and the result is buzz word salad as above. While we continue to print/borrow $ this sort of activity is allowed, but surely after 2 decades of failure the appropriate action is to admit failure and shut ADHA down!
By my calculation enough time (say three years) has passed. That allows the impact of the Kelsey purge of knowledge workers to start showing its impact. My prediction is the ADHA and it followers and hanger-ons will start to realise its a data problem, and the lack of quality data standards and care leads to clinical safety risk. And around the hen house we go again. 2021 wil be ADHA year of data standards.
Happy New Year.
So an organisation heavy in management charged with optimising healthcare delivery through digital means needs a small consultancy to dream up a logical operating model that has not been tested, not supported by an implementation roadmap or as it appears lives in oscillation from a business model.
Makes one question the caliber of these EGM, GM’s and EL1&2 staff that they cannot even model a simple organisation. No wonder stakeholders have excused themselves and left the party
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