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HBR CASE S TUDY AND C OMMENTARY How should Too Far Ahead of the Peachtree try to fix its IT infrastructure IT Curve? problem? Four commentators offer by John P. Glaser expert advice. • Reprint R0707A Peachtree Healthcare’s patchwork IT infrastructure is in critical condition. Should the CEO approve a shift to risky new technology or go with the time-tested monolithic system? HBR CASE S TUDY Too Far Ahead of the IT Curve? by John P. Glaser . D E Freshly showered and cooling down after their tree Healthcare facility. Max’s marching orders V R E S squash game, Max Berndt drank iced tea with were to ensure quality, consistency, and conti- E R S his board chairman, Paul Lefler. Max, a tho- nuity of care across the entire network—and to T H G I racic surgeon by training, was the CEO of deliver all that with the highest levels of effi- R L L Peachtree Healthcare. He’d occupied the post cacy, economy, and respect for patients and A . N O