A Principle Centered Approach To Technology
May 6, 2008
We get calls all the time from people wanting merely to “replace” their existing technology. This most often happens when there is equipment that has gone “out of service”–a fancy way of saying there are few parts available for it.
Recently, I was asked by a prospect about our approach to this and we talked about 3 principles that govern any recommendation we make.
1. Complete and Utter Analysis. We have something we call SPA, Systems and Procedures Audit. It’s a way for us to be “on target” with what we recommend. In other words, we want to make darn sure we’re solving the right problem. If you’re merely looking to replace what you have, you may be solving yesterdays’ problems and not preparing yourself for tomorrow’s.
2. Business Application. Part of this Audit is to understand the business drivers. Yes, we will want to know more than ‘how you answer your phone.’ We’ll want to know your plans for growing your business. It used to be that technology was a convenience–now it can be a “competitive advantage.” So for us NOT to ask those questions could rob you of future market advantage.
3. ROI. As far as we’re concerned there needs to be a financial ROI on your investment. If there isn’t, then you shouldn’t spend any money. This ROI is divided into Hard Costs and Soft Costs. Hard Costs are easy. But Soft Costs is where the real financial windfall comes. We will ask you many questions so that our recommendation makes financial sense for you.
Do other companies do this as well? Of course. But if you’d like to see our SPA (audit) then call us and let us know if you want to go through it.
Pete DiPaola is the Chief Executive Officer of G3 Technology Partners and a contributor to this site. He can be reached at pete.dipaola@g3tp.com
Change Management. A Big Deal In Implementing Technology
May 2, 2008
In the following audio podcast, Ray Hoffman, G3 VP Operations, discusses change management throughout a technology journey. He says there are four things you really need to think through: “What is your vision?” “Do I have the right people in place?” “Are they going to help me get my business where it needs to be?” And “How much change can your organization withstand?”
- How to know when there is too much change
- Get acceptance from user community prior to going to phases two and three
- Technology is never ending – there will always be additions
- Must have a change control process – more important now due to many converging forces
- Why people want to fight change – negative energy
- With implementation of technology, there will be some level of temporary productivity loss for a few weeks.
Other Areas
- Senior management must have buy in and “believe” that there is an ROI
Make sure you have the right people in place – understand the “vision.”
Select correct technology, and the right partner, so you can quickly get to productivity gains - How we used to sell technology – strictly phones. Today, this is not so.
Now, we find we deal with C-level execs on health of business, marketing and sales department heads, inventory control people, IT, database people. Each one must be committed to change.
Technology today is about interaction – not telephones. The question is, “How do your customers want information so they may utilize it best?”
Ray Hoffman is the Chief Operations Officer of G3 Technology Partners and a contributor to this site. He can be reached at ray.hoffman@g3tp.com
Technology as a Business Strategy
April 24, 2008
When you think of business strategy, you think competitive advantage, or pricing, or promotion. But what if Technology could actually give you an advantage in growing your business?
When we talk with business owners/presidents/leaders, we ask the very simple question:
“Based on what you want to accomplish over the next few years, what are some of the strategies you will engage in to get to that vision.”
What we are looking for is how technology can actually help quicken the process from your Current Reality to your Future Reality.
One company we know told us their vision was to be the largest producer of their product in the state. In order to get there, they had to invest in infrastructure so they could grow quickly.
Fortunately for them, there were distinct advantages that technology could bring them–one of which actually helped them bring more customers – which was part of their goal.
Your business strategy can include many things–but technology just might be something that can touch other elements of strategy. Thus, it makes your path to your vision quicker and more efficient. G3 is committed to understanding what’s most important to your business and takes a future oriented approach to reaching your objectives. The bridge below helps illustrate this ideology.
Of course your objectives may differ from those in the model and that is where we can help. G3 adapts to your situation to provide you with the most ideal technology solution to realize your vision effectively.
Most Common Communication Pains Inside Companies
April 16, 2008
Recently, I read a white paper done by Insignia. It was prepared on behalf of one of our suppliers, Siemens.
In it, they revealed a study they completed in 2007– and it had some interesting information in it.
They talked to over 500 people in a variety of industries to find out what the most common communication problems were inside companies today. I wanted to share the list with you, then in subsequent posts, we will address each one, one-by-one.
Here is the list:
1. Waiting for Information. Attempting to get in touch with/get information from an individual with multiple means of communication in order to make progress on a particular process or task.
2. Unscheduled/Unauthorized Communications. Communications that disrupt the flow of work.
3. Coordination Inefficiency. Inability to fully direct or interact within a team in order to move it towards its goals.
4. Planning to plan. Time spent on planning and arrangements in preparation to actually make progress towards completing work.
5. Barriers to Collaboration. Inaccessibility of the tools needed to collaborate fully with colleagues.
6. Offsite Productivity Loss. Reduced output when working from a location other than one of the company’s offices.
7. Customer Complaints Due to Communications. Handling complaints and other incidents of customer dissatisfaction that stem from the communication policies/technology of the company.
8. Trips with Additional Communication Costs. Added costs of communication while on business trips.
9. Trips to Synch Up. Business trips taken for the purpose of receiving information that will be disseminated to a number of individuals at the same time/place and in the same manner.
10.Working from Home – Extra Costs. Added costs of communication when working from home.
I thought these were a neat way of looking at some of the ways technology can help you run your business better. You might print this off, circulate inside your company and see where your team(s) might be lacking.
Discovering Opportunities to Drive Competitive Edge
April 2, 2008
We caught up with Lisa Hill last week. Lisa is our VP Sales and is quite involved in helping clients identify the major issues they’re trying to solve with technology solutions.
Lisa and her team have a unique way of handling customer meetings and the sales process itself. We thought you’d like to hear it in her words. This may help you know what to expect when you ask G3 in to discuss your goals and issues.