Technology is at the center of most organizations these days. If you work in an office in any capacity, you will come in contact with a computer and many other forms of technology. Even blue-collar jobs are becoming more dependent on technology and requiring employees and applicants to be more knowledgeable. With this dependency, there is still a disconnect between the business side of an organization and the technology counterpart. Technology departments are included in business planning, as though it was still the 1980s. This lack of inclusion causes organizations to react when technology needs arise, ultimately resulting in higher costs of IT management.
Typically the strategic plan is developed and the technology staff is told what will be needed. The role of the technology department in years past has been one of support and maintenance. Although this role is needed, we have quickly moved into a new era where technology is now the driving force in an organization used to increase production and efficiency. E-mail alone has significantly increased production in companies and has become something that organizations cannot live without. When email goes down, communication with clients and business partners is crippled. Internal communication stops because email is used to document conversations and nobody wants to risk using the phone because of the liability risk of undocumented statements. This may be a slight overstatement, but it is not far off.
The issue that most technology departments face is that they live in the shadow of the sales team. Resources for most organizations are focused in the areas they feel will best increase revenue, while using technology to support these areas as a secondary priority. Technology has accepted and fulfilled this support role with such proficiency, it has become a resource the sales force and business cannot live without. The relationship has progressed from just providing support for the business to building a technology partnership with the business. One cannot be successful without the other.
We have to remember, the upcoming generation has grown up with technology as their friend. These are the corporate leaders of tomorrow. If organizations are going to remain competitive they will need to think and plan like the next generation, viewing technology as a primary role and including it in initial phases of planning. Establishing better technology prioritization will be a key component for the future. This prioritization will not increase technology budgets but will create efficiencies for better management.
Corporate leaders are not the only ones that will have to adjust the way they think about technology. Technology executives and managers will also have to change their mindset and become familiar with the business of technology. Technology should be approached as a strategic resource for the organization.
By including a business technology professional in the initial stages of strategic planning, new innovative approaches can be planned and implemented more strategically and efficiently than if technology was planned after the fact. This efficiency and innovation will translate into lower cost of management, increased production, and better positioning for the future.
Technology is going to continue to advance. It is up to organizational leaders to think outside of the box and promote technology from a support role to a partnership in creating a more productive and innovative business. These are logical steps that don’t create expense but help with savings and enable organizations to align technology with their strategic goals.
Contact Information
Michael Scheumack
mike@scheumack.com
Phone: (909) 333-5166
Rancho Cucamonga, Ca
