ABSTRACT
The decision to develop the module on the mainframe information system of Hattersville was also flawed. The cases of the London Stock Exchange and a certain Regional Health Authority provide the evidence at the highest level, which is reflected throughout the organisation. This case study links the development of information systems, and therefore information management, with strategic planning. There had been difficult relationships between the Department and the central local authority information technology (IT) sections, with the Department making a decision to 'go it alone' with a main client information system, despite the concerns of the central IT section. The debacle of the new monitoring system brought matters to a head and the need to review the Information Strategy was recognised and acted upon. Many managers were forced to recognise the limitations of information provided, and their own failure to address identifying information requirements or to establish systems to monitor activities for which they were responsible.
