October 13, 2010
A short post, if you are an executive in the small to medium business space, I urge you to read; What your Website tells your Competitors is what it tells Everybody in your Industry including your Prospects as well as Yourself (via the Order Of Magnitude CEO’s blog)
“Why should I tell my secrets on my website, a number of competitors will see it?”
Read that article for the correct answer.
October 7, 2010
A nice article titled; The electronic health record meets the iPad from IT World Canada.
The articles demonstrates how Mr. Dale Potter, chief information officer at the Ottawa Hospital improved IT services at the hospital exponentially.
There is one key quotation that I want to point out regarding Mr. Potter’s work;
….. asked physicians how much of the information they needed in their work was available …
Look at the very first word in that quotation.
How often does your IT Leadership actually do that? Or do they try to be prescriptive without asking those questions first?
The SMB Takeaway
Ask questions and then truly listen. Only then can you begin thinking of solutions or alternatives. It won’t always be easy.
Photo Credit Leo Reynolds via flickr
October 5, 2010
I met a consultant a few days ago that provides SME organizations with implementation assistance in the CRM (customer Relationship Management) space.
In his career, he saw the writing on the wall and had migrated his skills from dealing solely with on premises software (where you shell out money for servers, software licenses and then try to glue it all together in your office) to tools supplied as a SaaS, or hosted model.
In our talk he made a comment that I found all too indicative of many IT organizations in the small to medium enterprise. I can’t remember the exact words, so I am paraphrasing a bit here;
.. in larger SME businesses, the most resistance to the SaaS model is their IT departments, it is as if the IT folks need to be able to hug a server..
That is – unfortunately sad….
Because when any part of your business starts thinking in silos, it leads a business to operate in silos too. That goes for your IT Leadership as well.
In the Small to Medium Enterprise, your IT Leadership must be thinking beyond hugging servers. Beyond the silo of what they prefer, or what they like.
As Philip Papadopoulos of the Papadopoulos Group mentioned to me on twitter;
IT should always be pro-active, approach the business with ways to solve their problems meet their goals
Strategy, Goals & IT
If your IT Leadership feel that unless they are hugging a server they are really not doing their job, then there is some internal IT change that needs to be taking place.
Your business technology must support your organizational strategies and your business goals. And that can include the tactical decisions you make to support those goals.
Mark McDonald at Gartner writes; (emphasis mine)
The strategist has a point in that new technologies and service models are changing the foundation and underpinnings for IT. The move from IT functions, to solutions and now to services reflects a major change in the way IT works that will require CIOs and leaders to prepare.
The SMB Takeaway
In some cases ‘hugging a server’ may be the recommended solution for a business requirement. But for your technology team to refuse to look at the way technology is changing, and to refuse to look at the ways that this changing technology will impact costs or growth, then they are not doing their job.
Simply but, there is no right answer for every business or situation. But you won’t ever get a right answer in your business technology if you aren’t even asking the questions.
September 21, 2010
I am sure most of us have had this happen; you run into someone familiar and then stand there drawing a blank.
You are completely lost for words.
You know that you recognize this individual, but you just can’t place from where.
Then the light bulb clicks on! the familiar face is a child’s teacher, the owner of your local dry cleaner, or the gas bar jockey you see twice a week.
This disconnect when we see people that we are familiar with, but outside of the context that we usually see them, well – it can throw us for a loop. Our mental circuitry seems to have difficulty in making that association without that associations familiar context.
Let me relate a story, and then ask how this type of context blindness may be affecting us as leaders and managers in our businesses.
A Tech Guys Context Blindness (mine)
It started simply enough, about two years ago we bought a new, fairly high end refrigerator. Over the past couple of months we have been getting frustrated as this new machine has been acting up. The first service call had the technician basically tell us that nothing was wrong. (lets not get into service call ‘sometime between 9 and 5’ here)
But the issues persisted, so we called for service again.
I gave the service technician the outline of what the symptoms were, and the technician instantly replied;
I know this area, you have lots of power surges out here….
Before he finished the above phrase – it smacked me like a punch in the stomach.
#1 I have been in technology for 20 years, and I know rule number one! And that rule states that if there is a computer style circuit board anywhere in a device, put it on an electrical surge suppressor to protect it from power spikes.
#2 Logically I knew that the refrigerator had a computer circuit board, simply because all of its controls for the temperature settings, automatic defrost etc. are all digital!
Simply put – my mental context of protecting computer circuit boards with electrical surge protectors, failed to connect the mental dots between what I know about protecting electronic devices, and what I know about this refrigerator.
And yes – the problem with my refrigerator? that circuit board had blown, usually caused by power spikes.
And Our Business?
Do you have a context specific form of tunnel vision? where you know A and you know B, but is there a piece missing that could turn out to be a new product or service?
Have you mechanized your thinking too the point where you cannot notice the pain point that could be crying out for a solution?
Have you been desperately searching for some way to purchase innovation, when managing this missing context is right before your eyes?
The SMB Takeaway
I am entering this week determined to take a new look at everything that I know within the context of our business. Because who knows if another piece of context blindness is lurking around.
PS, I purchased a new computer grade surge suppressor for my refrigerator.
September 17, 2010
My thanks to Eric Brown, who graciously accepted a guest post of mine on his Technology, Strategy, People and Projects blog.
The post does a brief comparison of business processes with personal time management.
As individuals, things can fall through the cracks, ditto for business.
As individuals, rework and lost time can occur, again ditto for business.
Add Eric’s blog to your regular reading!
September 14, 2010
For many IT leaders in the SME space, thinking about technology is easy.
But thinking about how technology affects the goals and problems of other parts of the business, or external customers is harder.
Technologists tend to look only in the mirror. This type of business introversion is similar to the old adage; when all you have is a hammer, everything looks like a nail.
To improve IT performance smash that mirror and start looking out the window. If you want to borrow another old adage; walk a mile in their shoes.
Can you describe the goals and problems facing your sales team? How about marketing? Now how about your customers?
If you can’t answer those questions, observe, research, and ask.
What if you can describe their problems and goals?
Congratulations on a great start, unfortunately that is the easy part.
Influencing and proposing methods to improve ‘the way we always do it around here‘ beast is the harder part.
But it is still the part that has to be done correctly.
Image credit ppphotographs via flickr
August 17, 2010
A truly excellent piece by Patty Azzarello titled; Uncertainty is Expensive
Every unanswered strategic question leaves legions of people in your organization, less productive and more expensive than they would be with clear direction.
And I have to agree with that statement.
Nature, business & IT abhor a vacuum
When people have no specific instructions or direction, what happens?
More aggressive managers start to push their own – often conflicting agenda’s.
Disconnected and competing silo’s start being built.
And IT costs?
They can grow by staggering amounts as managers with clout want duplicate IT infrastructure, software or tools that they believe is best for them. Not what is necessarily best for the organization.
Along with these duplicate or unnecessary expenses, some IT investments can be made that may run counter to your strategic direction.
I have witnessed enterprise class software purchased, installed and training being performed – then canceled for a competitive product due to lack of communication and decision on strategic direction.
I have witnessed the most insignificant and minor issues take days or weeks to resolve because the silo’s built by those managers with clout refuse to talk to each other, or provide clear direction on strategies and goals for their parts of the organization.
The SMB Takeaway
Ms. Azzarello says it perfectly; Uncertainty is expensive
Eliminate uncertainty. Ensure that clear direction is available for everyone in the organization, and lastly – make sure that you have the governance and management processes to ensure that decisions meet these goals.
Photo Credit Eirikref via flickr