Information Technology Reference
In-Depth Information
10.2.3 Faster Adoption and More Widespread Use
Successful systems, services and products attract users and promote
continued use. In Chapter 3 we discussed the success criteria for gain-
ing customer loyalty. It is worth repeating that meeting these criteria
(for relevance, accessibility, value for money etc.) demands good knowl-
edge of the needs of prospective users in society. This is where the citizen
contributions are of particular value to the developer. Direct engagement
with potential users is the most effective way of gaining insights into what
matters to them and their priorities regarding electronic services. The point
is worth reiterating here that the economic benefits of 'getting the design
right first time' can make the difference between a business prospering or
failing. When services are well-matched to the real needs of their intended
customers, take-up will reflect this. Valued systems tend to be well-used
systems. Comparisons of government website usage make this very clear.
A recent report in the Guardian (Guardian 2005), revealed that many gov-
ernment websites are failing to attract readers despite extensive spending.
Figures show that many of the UK government's internet operations are
under-performing despite vast funding and investment. One website, UK
World Heritage Sites, for example, received only 77 visitors in the previ-
ous year. By contrast, some other government websites have been over-
whelmed by demand e.g. the website for the 1901 census. These extremes
suggest a lack of prior research to discover citizens' interests and user
needs, and therefore to predict likely demand, before investing in website
developments.
10.3 Leading the Way
10.3.1 Role of Influential Leaders
Those best placed to initiate change are the most powerful stakeholders
involved in determining our futures, that is, governments, shakers and
movers of the telecommunications sector, and especially the ICT profes-
sionals and the bodies that represent them. Setting major change in motion
requires an appropriately high profile initiative with influential leaders and
key stakeholders in society. Putting in place a process to institutionalize a
new approach to ICT design is clearly a very major undertaking. Success
will require strong political will, commitment and understanding of three
key facts:
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