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Case Study: Mary Potter


Mary Potter Hospice provides palliative care services across the Wellington region. It has a base of approximately 100 staff, supported by up to 600 volunteers. As a centre of excellence in palliative care, the Hospice’s in-patient unit and community services are supplemented by education, research, retail, fundraising and marketing activities.

With an aging New Zealand population, Mary Potter Hospice foresees a growing demand for palliative care services. In order to ensure that the Hospice has appropriate technology to effectively support its day-to-day operations and its projected growth, and to interact effectively within a complex stakeholder environment, the senior leadership team turned to X4 Consulting to assist in the development of an IT strategy.

Our Role

As with any strategy development, X4 focused initially on understanding the client’s current business and technology environment, its strategic priorities and high-level business needs. We worked closely with Hospice staff to identify the major IT pain points causing frustration for users and preventing the organisation from achieving the operational efficiencies that a more fit-for-purpose environment could offer.

X4 assessed the current state, business needs and pain points to determine an ideal future-state covering the areas of hardware and infrastructure, applications and web-based services, documents and information, telephony and support. We proposed an environment based on ‘as a service’ cloud technology that would build on existing elements of the Hospice’s technology environment and support an increasingly mobile and distributed workforce.

With a future state defined, we set out a clear roadmap of initiatives for the next three years, in order to transition Mary Potter Hospice from its current IT environment. We produced a series of graphical representations of that roadmap, along with a set of project charters setting out the scope, benefits, dependencies and indicative timeframes for each initiative.

Benefits and Outcomes

The IT strategy provided the Hospice’s leadership team with crucial tools for planning and prioritisation of IT investment for the coming years, in order to improve its operations and support continued growth. The strategy forms a foundation from which the initiatives and roadmap can be periodically re-assessed and re-prioritised as the organisation’s business needs and operating environment evolve.

The IT strategy also provided a foundation for the Hospice’s new digital channel strategy. As the Hospice sets out the future direction for its website and digital channels, the IT strategy provides a means of ensuring that this is done so in the wider context of its overall technology environment.