It is mid-morning in Kingston and walking from a meeting room at Jamaica’s SRC, Ricardo Gowdie, the Management Information Systems (MIS) Team Leader, reflects on his professional journey and what has inspired his work thus far.
“I would like to see Jamaica become a technologically driven nation, and I am essentially trying to work my way to getting that done. I have been honoured to contribute to optimizing how an influential Council such as the SRC embraces the times we are in.“
Ricardo has worked in the digital space for the last twenty years, with the past year and a half being at the SRC. As Jamaica’s premier research institution, the SRC offers various services, including research support for the agricultural sector, product development and testing, as well as a food manufacturing pilot plant facility where businesses can produce prototypes or products to engage the market. In his role, Ricardo oversees the Council’s strategic priority of implementing technological solutions aimed at improving efficiency and delivery of services.
The MIS Team at Jamaica’s Scientific Research Council. From left: Ta-Von Marsh, Valencia Brown, Romane Bryan, Ricardo Gowdie, Chinelle Clarke.
Why digital, and why now?
The SRC has a clear vision for digital growth, particularly in infrastructure renewal and data management. Significant progress has been made so far, most recently with Ricardo overseeing the optimization of how the Council connects within itself, and with the outside world. He has led initiatives to upgrade networking systems that enhance the speed, security, and reliability of the data that is exchanged among various departments of the Council. The MIS team has also redesigned the SRC website to improve communication with the public, and integrated analytics for better understanding of their audience.
The ISC project Science organizations in the digital age came at a time when the SRC were thinking strategically about reducing friction in how they interface with and learn from their clients. As part of the cohort, there was a lot they could have focused on. However, they chose to prioritize one arm of their business that generates significant revenue: the pilot plant. Here, they sell time for the use of their ISO certified facility, where clients can come in with prototypes for production and testing.
Currently, to make use of the pilot plant facility, clients have to book manually. This scheduling process has been causing frequent double bookings, leading to inefficiencies and poor customer experiences. The biggest challenge is the lack of transparency. There is no easy way of seeing when equipment is available, or how to manage the schedule flexibly. In joining the ISC project, Ricardo and his team sought guidance on how to modernize this process and bring in an automated, online booking system. For SRC, having seamless booking would allow for well-planned utilization of their plant, and more predictable revenue.
A direction of travel
Through the ISC project, Ricardo was introduced to new methodologies that have broadened his perspective.
“I have always been focused on the technology; how to make it work, how to get it running,” Ricardo explains. “But now, I am thinking about the people who use it, how they will interact with it, and how it will fit into their workflow. That is the real change.”
The sessions encouraged him to take an approach that involved engaging stakeholders early, understanding user experiences, and integrating feedback into opportune stages of a project. This mindset shift has influenced how he is approaching the pilot plant’s new booking system. Instead of building the full system all at once, Ricardo and his team have opted for a phased implementation, starting with a Minimum Viable Product (MVP).
“We decided to start small and build incrementally. That way, we can adjust and get feedback at each stage,” Ricardo expounds.
This strategy is designed to streamline implementation, while also reducing staff resistance by involving them early in the process. As part of this, Ricardo has worked on a change management plan that includes regular staff involvement in the development stages.
Ricardo was also introduced to the critical importance of visualization. Whether through conceptualizing the entire project on a whiteboard, or writing down specific requirements for each stage, he now understands that clarity is key to avoiding pitfalls. The more he visualizes, the easier he is finding it to spot gaps and ensure alignment.
The MVP approach is also allowing them to avoid costly mistakes.
“We wanted to make sure we were building something that users would actually want to use,” says Ricardo.
Ricardo’s long-term vision for SRC is clear: a user-centered technology ecosystem where digital tools are constantly evolving to meet the needs of staff and customers alike. The eventual goal is to create a digitally connected SRC. One where both internal systems and client-facing services are seamlessly integrated.
As Ricardo and his team work to finalize the pilot plant’s booking system, they are already planning the next steps for the broader digital strategy at the SRC. One of the key pillars of the strategy is the digitization of physical assets, and Ricardo envisions the project setting the stage for future digitization efforts.
Once the system is fully operational, Ricardo hopes it will pave the way for the integration of AI tools and data analytics, which would enhance learning and customer service. He is already challenging his team to think about how they can use this data to improve the agility and responsiveness of their processes.
“I want us to keep embracing digital transformation in a way that works for us. The kind of technology I want to build is one that makes people’s lives easier,” Ricardo concludes.
Funding acknowledgement: This work was carried out with the aid of a grant from the International Development Research Centre (IDRC), Ottawa, Canada. The views expressed herein do not necessarily represent those of IDRC or its Board of Governors.
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