TOPIC 1: INTRODUCTION TO MIS CASE SUMMARY: Kenya General Hospital:

Innovating Health Services (A)

Story of Dr Aketch being asked to take over the CIO role from Kamau by
the CEO of the hospital Prof Kinuthia
When you start talking about IT leadership roles and IT career tracks, the question that almost
always comes up is "What's the difference between the CIO and CTO positions?"
Here's a quick breakdown of the distinguishing characteristics of those two roles.

Chief Information Officer

Serves as the company's top technology infrastructure manager

Runs the organization's internal IT operations

Works to streamline business processes with technology

Focuses on internal customers (users and business units)

Collaborates and manages vendors that supply infrastructure solutions

Aligns the company's IT infrastructure with business priorities

Developers strategies to increase the company's bottom line (profitability)

Has to be a skilled and organized manager to be successful

Chief Technology Officer

Serves as the company's top technology architect

Runs the organization's engineering group

Uses technology to enhance the company's product offerings

Focuses on external customers (buyers)

Collaborates and manages vendors that supply solutions to enhance the company's
product(s)

Aligns the company's product architecture with business priorities

Develops strategies to increase the company's top line (revenue)

Has to be a creative and innovative technologist to be successful

In this instance, the more traditional IT role is undertaken by a CTO, who is an expert in
delivering technology and this "is where the majority of current CIOs have come from and
still are". The true CIO, on the other hand, is "really a specialist in the application of
technology to the business, especially in the context of business processes and improving
their efficiency".
The latter often - but not always - has no IT degree, but is instead likely to possess an MBA,
although they have generally done at least a stint in IT, sometimes as a result of having been
involved in a large project with a significant technology component.
A common reason for bringing in such a non-technical person from the business side,
meanwhile, is because the relationship between IT and the business has become strained, and
so the goal is to have the CIO act as a bridge between the two.

TOPIC 2: Information Systems in Global Business Today CASE: The Imara

Medical Centre, Kenya: Transition of a Legacy Accounting
The CEO Dr John Boyd Onyango had taken over leadership from the
mother Dr Jane Onyango
Fundamental activities: tracking unpaid bills from suppliers, ordering and
receiving drugs, tracking inventory, and billing clients/insurance companies
Services offered
Infant & childcare - General Paediatric Care Clinic, Neonatal Clinic, Paediatric Chest Clinic,
Paediatric Gatroenology Clinic, Paediatric Neurology Clinic, Paediatric Nephrology Clinic, and WellBaby Clinic.
Primary Care- Family Medicine Center, Dental Clinic, General Vaccines and Paediatric Vaccines
Womens Services Gynecology and Obstetrics, Prenatal and Antenatal
Diagnostic Services- Laboratory, Radiology, Orthopantomology, Physiological measurement Unit
and Ultrasound.
Specialist services- these services are provided by consultants in all areas
Pharmacy

NEW SYSTEM
He chose a vendor that implemented and integrated three systems namely
SAP, Cistech and Care2x systems. The Care2x system runs the clinic and
laboratory/diagnostic modules. Each patient is allocated a unique auto-generated
visit number with which billing will be based on for all the points of sale. SAP
handles mainly the back office, which includes Finance and Administration.
Cistech is used at the point of sale (Pharmacy) and does almost the same thing
with SAP except that it has features like printing of labels, plus more costeffective user licenses.
ISSUES NOTED

Governance Ineefective management

Scope too much at a go being launched. Should have been phased
Change Management Insufficient investment in all facets of change
management
Skills lack of understabding of the solution
Decision Making Relying on the CEO
Communication lacking at all levels. Everything done by the CEO desk
Solution Architecture Lack of a proper solution architecture
Training insufficient training of end users
Culture resistance to change among the employees
Leadership lack of leadership from senior management and lack of
continuity