Many digital programmes stall for a simple reason: the institution automates yesterday’s process instead of redesigning the work the system is meant to support.
Digitising a broken workflow preserves the breakage at greater speed and cost. The harder work is clarifying purpose, clarifying roles, and deciding what information must move — and what can stop.
Successful transformations treat technology as an enabler of redesigned institutional practice, not as a substitute for it. Tools follow process; process follows the problem.
That order of work is slower at the start and far more durable once systems go live.
