I know the technology wishlists of many CEOs. They want newer technology, faster technology and the shiniest, most fully-featured tools. While technology is not a bad thing to have on any wishlist, it shouldn’t be at the top of it and it absolutely shouldn’t be the only thing on that wishlist.
It’s 2020 and there’s no need to explain why organizations need technology. But I think organizations should be cautioned about the hyperfocus of technology that exists today.
I hear a familiar story time and time again when I work with clients. They poured all of their money and effort into a tool hoping it would solve their problems, only to find, months later, that they still have all of their problems…only now they have less money and, now, an expensive tool.
Technology can’t solve all of our problems. If you’re focusing too much on your technology, you just might be killing your business.
My Thoughts on Technology
Before you head to the comment section to tell me I’m wrong, I want to make clear that technology can be a huge asset to an organization. Technology can make an organization more efficient and streamlined. It can decrease overhead costs and enable increased revenue. It can shorten production times, improve customer and employee communication and, in general, help a business run better.
However, that’s only if the technology is managed properly. Technology is a tool. You absolutely need it to grow and scale a business. But if you’re not managing it properly, then it’s going to cause more headaches than ease.
I like to use the simplistic analogy of building a house. If you start hammering the nails into your house using the head (or top) of the hammer, instead of correctly hammering using the face (or front) of the hammer, then you’ll still be using the tool and you still will be building a house. But it’s going to take you longer and it will require more effort to actually complete the process. And it won’t help if you buy a new, fancier, shinier hammer because you’re not managing the hammer the way it should be managed.
The same can be said for the technology in a business. If you have a shiny new tool but you or your team is not using it to its full capacity, you’re still going to struggle with the same problems you had before that shiny new tool.
Instead, CIOs and CEOs need to look at a few other factors before the technology.
Before you invest any money into technology, you need to ask yourself: what is this technology supposed to do for the business? What is the strategy behind the deployment of this technology? Can you link the impact of this technology to the bottom line of the business?
IT must be a strategic partner with the other members of the C-suite and be invested in how every initiative depending on technology delivers on the bottom line. With this clear view of what’s happening within the organization and how different efforts are contributing to the growth of the business, IT will be in a better position to create a business strategy for the uses of technology.
Technology may help manage a business but it’s people who manage the technology and people often need management themselves. Working in IT can feel like a thankless job and it comes with a large amount of pressure and stress. IT practitioners can become burnt out, jaded and indifferent to their work without proper management.
One of the best things a CIO can do for their IT team is to ensure they are in the right mindset to manage technology. Practitioners should have a solid understanding of why the technology is needed, the contribution of technology to the business, and how it’s benefiting the business as a whole.
In the past, many IT practitioners have simply acted as gatekeepers, saying “no” to requests, and staying firmly in their lane of working only with technology and avoiding any “business.” IT can no longer operate under these old ways.
IT practitioners now must understand the business of the business. It will help them to better manage the technology and make good decisions about technology that will have a better impact on the business.
The Service & Delivery
Finally, the last question you should ask yourself before turning to the technology is how that technology is managed and delivered. Are the processes in place for managing the technology? Is there documentation for the process? Has your team properly identified and defined the services that are delivered based on the use of technology?
When these important questions go unaddressed, your technology will fail to deliver the (unspoken but) expected outcomes. Technology needs to be properly managed with guidelines, defined processes and measurable and repeatable deliverables. With these things in place, your IT organization will be able to communicate and demonstrate to key stakeholders how the technology is delivering on its promise. Without it, everyone will be left wondering what exactly happened to that IT investment.
Your organization will always require technology. It’s a smart business move to evaluate the best and most fully functioning technology on the market to ensure your business is using the best technology that meets the business need. However, it’s important to remember that technology can’t manage itself. Even the most fully featured AI-enabled technology can’t manage itself. If you focus on how to manage the technology more than the technology itself, then you’ll avoid wasted investments and you can keep your business growing.Share