The implication is that we're ... well ... dumb.
Which may be true.
True or note, it may be a while before anyone uses the financial sector as a good example. John Halamka says it best (emphases mine):
Life as a Healthcare CIO: The Wall Street CrisisEveryone thinks their professional domain has the greatest IT challenges.
During the decade I've been CIO, IT operating budgets have been 2% of my organization's total budget, which is typical for the healthcare industry.
During the same period, IT budgets for the financial services industry have averaged 10% or higher.
Since 1998, I've often been told that Healthcare IT needs to take a lesson from the financial folks about doing IT right...
... Given the recent challenges of Lehman, Merrill, AIG, Washington Mutual, and others, you wonder just how effective the IT systems of these companies have been.
Of course they had great transactional systems, disaster recovery, infrastructure, and data warehouses.
However, did they have the business intelligence tools and dashboards that could alerted decision makers about the looming collapse of the industry?
Did the financial services industry have controls, risk analysis, or a memory of previous crisis - the Depression, the Japanese banking crisis, Enron/Worldcom? Was it greed, irrational expectations or too much data and not enough information that brought down these great institutions?
I'm sure many books will be written about the causes and those who are to blame.
One thing is for certain, In 2008, no one is going to tell me that healthcare IT should run as well as Lehman Brothers. I've even talked to folks in the industry who are rewriting their websites and resumes to remove historical references to their overwhelming historical successes in financial services IT..
In my case, I know that's true. 
 The hardest thing about Healthcare IT? It's embedded in a strange fusion of a market economy, soviet style central planning, and the antimatter triangle of provider, consumer and payor.