In this paper, we are studying the role of lightweight IT in process innovation. Our research question is how can lightweight IT support process innovation within an established e-health information infrastructure? Our empirical evidence is a qualitative case study at a primary care emergency service in Oslo. We provide two contributions. First, applying the lens of business process innovation to the literature on information infrastructures, we retain the value of the installed base, while we at the same time ad speed to the implementation project. Second, we demonstrate the role of lightweight technology in improving logistics and message interaction within and between health units. The lightweight technologies availability on the commercial market makes acquisition and implementation faster. Based on this, we briefly suggest a "bypassing strategy" where a new layer of technology is built separately from the existing infrastructure in order to effectively address process innovation efforts.

In this paper, we are studying the role of lightweight IT in process innovation. Our research question is how can lightweight IT support process innovation within an established e-health information infrastructure? Our empirical evidence is a qualitative case study at a primary care emergency service in Oslo. We provide two contributions. First, applying the lens of business process innovation to the literature on information infrastructures, we retain the value of the installed base, while we at the same time ad speed to the implementation project. Second, we demonstrate the role of lightweight technology in improving logistics and message interaction within and between health units. The lightweight technologies availability on the commercial market makes acquisition and implementation faster. Based on this, we briefly suggest a "bypassing strategy" where a new layer of technology is built separately from the existing infrastructure in order to effectively address process innovation efforts.

Coordination of information and resources is central to efficient ward management. Tools to aid coordination include standardized procedures and paper lists and, more recently, electronic tools such as whiteboards and mobile solutions. This study reports on the experiences and effects of designing and implementing collaboration technology, and how the use of light-weight technology has enabled redesign of traditional work processes. The process followed the principles for user-centered development and is evaluated through observations and informal interviews of users and stakeholders. In addition to the expected changes in work processes, we found that short redesign cycles with heavy user involvement afforded by this technology enabled implementation of new ways of structuring and combining information that were not foreseen. This turned the collaboration technology into a tool that also guided prioritization between tasks and contributed to the effects seen in use of resources, user satisfaction, and quality of treatment.

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