Soon after the advent of computer, many progressive companies started to use it to improve their data tracking and transaction processing. To begin with, only a few innovative companies took the lead. However, in the last couple of decades we have witnessed a wider proliferation and it is still expanding.
Most of the companies followed a predictable path. At first PCs were installed at the desks of the “Big Man” who often did not know how to use it. One of his trusted assistants made use of the computer in some limited fashion; often as a substitute for typewriters. Then some computer savvy youngsters who joined the company convinced their bosses to introduce computers in their functional areas. Often it was some readymade accounting software or some bespoke applications developed by a small software development company run by a friend. Then a Manager (earlier called the EDP manger now called VP (systems)) joined the firm bringing more sophistication in the hardware and software used.
Even at this stage the computerisation was patchy and driven independently by functional / regional satraps with divergent hardware, operating systems and databases. Very often the transfer/ resignation of the individual who was the driving force of this localised computerisation lead to a quick degeneration. Then the VP(systems) with the support of CFO attempted some integration. This integration was limited to some budgetary control, supervision and common procurement strategy.
Eventually the organisation got a CIO who helped the senior manger to see IT as a strategic tool and help the organisation to develop an IT foundation and a framework that would help to bring about a business transformation.
Today, we see many companies at various stages of this transition. But many of the progressive companies have already reached the highest level of sophistication that is described above.
The IT enabled Governance (ITeG) is still in its early stage. It was not so far away when we could observe the PCs in a typical government department placed at the boss’s cabin with secretary using this as a word processor. Those days are gone. But we still have a long way ahead. Even when a catalytic role is played by some central authorities, it is often limited to budgetary control by purse holders with limited appreciation of the larger role of technology enablement. This is akin to what happens in the corporate sector when the controller (Finance and Administration) is in the driver’s seat as far as computerisation is concerned
The top echelons of both the legislature and administration appear to have caught on to the significant role IT can play and the need to have technology visioning rather than technology administration. The establishment of Technology Advisory Group for Unique Projects (TAGUP) is a welcome move in this direction and a strong message.
I believe that the limited set of critical projects brought under the purview of TAGUP is quite significant from the governance perspective. GST implementation and Tax Information Network (TIN) on revenue side and Expenditure Information Network (EIN) on the expenditure side complemented with UID (which can play a critical role in streamlining the outreach to needy) can be a game changer transformation in governance.
This can help to evolve a nationwide strategy for ITeG and develop a framework for managing ITeG Projects with respect to people, process and technology.
History of technology is replete with advances that first met wide opposition, later found acceptance and finally were widely regarded as having being inevitable all along!!- unknown
It will be fun to see Govt. departments have computers at every desk & to see its officers "TRUST" machines more than papers.It will be absolute joy, to experience the "Sense of Pride of being IT enabled", that govt officers would harbour once they are aboard the boat of "Information Technology". It certainly takes a lot of toil to attain this "trust".
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