Our IT Director helped this International Research Institution in by changing the IT strategy that the CEO identified was holding them back.
The institution has 400 programmes and support staff conducting health research across many countries. Projects to improve global health services are supported by a wide range of funding streams.
With a vision rooted in fractional IT leadership, the CEO aims to transition the organisation away from outdated third-party systems. The goal is to establish an internal IS function tailored to support the unique operational needs of the global research institute, ensuring a strategic IT direction change.
- Design information systems and a robust platform that offers stable and secure storage, especially in resource-limited settings.
- Decommission the existing third-party shared service arrangement for systems and platforms, marking a significant step in the research institution IT strategy overhaul.
- Establish an in-house IS department, assisted by fractional leadership in IT.
- Migrate existing research data to diverse cloud systems, ensuring data integrity and accessibility.
What the Director Did
Developed an IT Strategy
Our IT Director, with a keen eye on IT transformation in research, assessed the suitability of third-party systems. Recognising the limitations of legacy systems, an opportunity map was crafted to showcase the benefits of an internal system. This new approach aimed to free the research teams from existing constraints.The Director set about changing the IT strategy, focusing on creating custom infrastructure and core applications. This strategy became the cornerstone of a broader digital transformation initiative.
Recruited an IS Team to Meet the Programme’s Needs
With their fractional leadership in IT experience, the Director took on the task of assembling a new IT Services Team. The Director tasked this now-skilled team with the complex transformation programme and the management of the new systems.
In a move that exemplified the international research institution IT overhaul, the Director spearheaded the migration of legacy data to a cloud-based data warehouse. This ensured equitable data access for all research teams, regardless of their geographical location. This state-of-the-art platform unlocked new research opportunities and technologies previously out of reach. Such advancements paved the way for increased funding to back these novel initiatives.
The Director rolled out a comprehensive change programme, recognising the transformation’s magnitude that spanned both platform and application layers. The Director, prioritising transparent communication, crafted a plan to keep funding providers, support teams, and field-based research teams informed. This approach was crucial in maintaining confidence throughout the transition.
At the end of the transformation programme, the institution was able to increase its reach to new territories and research initiatives. Funder confidence improved and research teams expanded in many regions.