Shared services organizations are ascribed with adding value to business in
several ways but especially by sharing resources and leading to economies of
scale. However, these gains are not automatic and in some instances,
particularly healthcare, they are difficult to achieve. This article describes a
project to develop a shared services information technology infrastructure
across two district health boards in New Zealand. The study reveals valuable
insight into the crisis issues that accompany change management and identifies
emergent themes that can be used to reduce negative impact.