ABSTRACT
This chapter considers the challenges, benefits and pitfalls of lean information system (LIS), and focuses on the provision of information for decisions. It revisits Fusion21 to look at the development of the LIS that supports it. The organisational representations remind that the information architecture must reflect the organisational architecture. The initial invitation to work with Fusion21 arose when its growth exceeded the capacity of the supporting technology infrastructure. Presenting symptoms were low quality and availability of data, technology underperformance and excessive costs. After establishing its initial Procurement activity, Fusion21 through organic growth had developed additional lines of business. The starting point for the information strategy was to determine what decisions needed to be made throughout the business and what information was required to enable them. The value-generating process relies heavily on the professional skills, knowledge and judgement provided by individuals, but those are applied to processes which have to be repeatable, reliable and responsive to the demands of the customers.
