Understand the problem
I like taking a step beyond the obvious answer. What's the evidence telling us? What are we missing? Who else should be part of the conversation?
Leadership, strategy and change
Public healthcare and beyond
Colin Andison / Bendigo, Victoria
Hi, I'm Colin.
Director, Information Technology Services
Bendigo Health
I like solving difficult organisational problems, helping people grow and getting good ideas into practice. My work sits between strategy, operations and people, mostly in public healthcare, where what we do really matters.
A bit more about meAbout me
I didn't start out in technology leadership.
Based in Bendigo, Victoria
I joined Bendigo Health in 2009, working in payroll. From there I moved into workforce systems and analytics, project management, and eventually operational and executive leadership in digital services. It's given me a useful perspective on how different parts of an organisation fit together.
Today I lead Information Technology Services at Bendigo Health. The technical portfolio is significant, but the work I find most rewarding is broader: understanding what's going on, helping shape the direction and working with people to make change happen.
I tend to ask questions, look for evidence and listen to the people closest to a problem. I'm not interested in strategy that looks good on a page but doesn't work in practice.
And I really enjoy developing people. Seeing someone grow into a challenge they didn't think they could handle is one of the best parts of the job.
How I work
Good decisions. Good people. Change that sticks.
Make it work in practice
I'm interested in shaping strategy, but also in what happens next: the decisions, priorities, relationships and practical work that turn it into change.
Bring people with you
I work collaboratively, coach where I can and try to give people the support and confidence to take on more than they thought possible.
Experience
Different roles. A consistent interest in making things better.
I've worked across payroll, workforce systems, regional projects, technology operations and executive digital services. That breadth helps when a problem doesn't fit neatly into one team or function.
Since 2023
Director, Information Technology Services
Leading multidisciplinary teams at Bendigo Health, with responsibility for essential services, operational planning, governance and regional collaboration.
2024–25
Acting Chief Digital Services Officer
Two acting appointments involving executive leadership, strategic priorities, stakeholder engagement and broader oversight of digital services.
2020–22
Regional project leadership
Coordinating complex projects and service transitions across regional healthcare, following earlier experience in workforce systems and analytics.
From 2009
Workforce, payroll and business systems
My starting point at Bendigo Health. It taught me how important processes, service reliability, good information and the experience of staff are to the organisation as a whole.
Selected work
Some of the work that's shaped my approach.
These aren't full project case studies. They're examples of the kind of contribution I find meaningful, and the mix of strategy, operations and people that runs through my career.
Making accountability practical
I've introduced more structured ways for leaders to keep track of commitments, work through problems together and maintain momentum. An approach used in my directorate was later taken more broadly across the division.
Investing in internal capability
I've worked on reshaping service and support arrangements to build more expertise within the organisation. The focus was on understanding what we needed, planning resources and making better use of existing capability.
Getting services ready for change
I've helped lead technology workstreams for healthcare facilities and regional service transitions, bringing together operational requirements, resourcing, suppliers and delivery teams so the change could work on the ground.
Leadership insights
A few things I keep coming back to.
They're not grand theories. They're simply things I've learned to pay attention to.
On strategy
What happens after the decision?
The meeting finishes, everyone agrees on the direction, and then the real work begins. I like getting specific about what has to change, who's involved and whether we're actually making progress.
On people
People can surprise themselves.
Some of my favourite moments at work have been watching people take on things they didn't think they could. A bit of encouragement, honest feedback and room to work things out can make a big difference.
On decisions
Evidence matters. So does context.
I want good data, but I also want to hear from the people doing the work. Often the most useful questions come when those two perspectives don't quite agree.
What matters to me
Public services should work well for the people who rely on them.
Healthcare has shaped how I look at leadership. Decisions inside an organisation affect staff, patients and communities. That's a good reason to think carefully, listen properly and follow through.
I value work that makes a difference, especially in government, healthcare and other public-purpose organisations. It's not just about delivering a project or meeting a target. I want to know whether things are genuinely better afterwards.
My interests include strategy, organisational change, operational leadership, governance and building people's capability.
Connect
It's good to compare notes.
I enjoy talking with people about leadership, change, complex problems and making public services better.
Professional contact details will be added once confirmed.