Modern Information Technology work is all about outcomes.
Market pressures, competitive differentiators, customer service expectations and new capabilities are just a few of the reasons that insurers are sprinting to enable new technologies and processes that support their strategic goals and objectives. For people consulting and working in IT divisions that usually means long hours, shifting priorities and making decisions as quickly as possible with the information available. That’s all well and good, but a recent experience has suggested an alternative approach.
One of the issues with the current technology tsunami is that it can be difficult for those working on IT initiatives to gain a fuller understanding of why a particular technology project is being put together the way it is, as opposed to just having a rudimentary understanding of what the technology is supposed to be doing. That’s an important distinction and one that deserves further consideration…
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Originally published by
Becker’s Hospital Review