Denver Business Journal Technology Section

Technology Management drives business maturity, longevity

March 11, 2005 - by Gene Smith (general manager) & Jay Ecklund (senior techology specialist) of Mission Critical Systems

Businesses committing to a disciplined technology management program that aligns with their business goals will be thriving long after their less-proactive competitors have ceased surviving.

Few people would fly an airline that fixed problems as they arose, rather than proactively performing scheduled checks and repairs. Yet, many of those same people let their IT systems go haywire, often at critical times, because they lack consistent protocols that help ensure optimum performance.

Airline mishaps are rare because of the stringent, structured systems in place to maintain top-flight performance. It's time to run IT the same way.

One common mistake is to focus exclusively on the "favorite consultant," a talented and often personable specialist. While good people are important, downplaying or ignoring the systemic framework that will stay in place-even if the consultant doesn't-is an all too common error.

This is analogous to loss of an airline's "favorite mechanic" without a dedicated system that any mechanic could step into quickly and effectively. Lacking the mechanic familiar with the planes and people, the airline's maintenance program is compromised until someone else gets up to speed. Obviously, this endangers the flying public and the airline's financial future.

Companies face similar peril. Small and midsized businesses exist because of their ability to innovate and deliver superior quality products and services in a timely manner.

Customers feeling insecure about one technology company's ability to keep them delivering and innovating will seek out a more reliable resource.

Development of a three-tier IT solution emphasizing systems, processes and people should become a company's technology mantra. This will take time, energy and, yes, money-but without this commitment companies increasingly will fall prey to competitors willing to step up.

Success with this three-tier solution hinges on upfront establishment of a strategic and tactical plan that ties closely to business goals, revenue targets and policies. Technology shouldn't be done in a vacuum, any more than new hires should be made without determining if the candidate is a good fit for the company's objectives and culture.

Vital to technology longevity is input from, and education of key management and employees. Upfront intelligence gathering and ongoing examples of how IT can help drive profits are essential to this process.

Once a company commits to managing its technology, finding the right assistance is critical. Pertinent criteria in the resource search are:

1. Interchangeability. This involves ability to set up systems and automation tools that any competent IT person or personnel can maintain. In some cases, the company setting up the program will be charged with maintaining it. The true test, however, is whether or not someone unfamiliar with the terrain can step in almost seamlessly.
2. Redundancy. Just as redundant backup systems are keystones of airline safety, so should a company's IT contain multiple layers. What happens if the server goes down on deadline? Having a disaster recovery protocol and other similar policies to fill the void can make the difference between being a hero, and losing a valued customer. How much is it worth to put redundancy in place upfront, versus scrambling-and succumbing-on deadline?
3. Scalability. Determine how well-suited the IT resource is-both operationally and experientially-to grow with the customer's business and meet changing needs. Avoid consultants claiming competence with "businesses of any size and type." No legitimate resource can be all things to all people. Ask for references about case histories of similar scope to verify claims.
4. Comprehensivity. The right technology resource can access an extensive array of tools. Beware of recommendations based on a limited set of offerings versus the best solution for the challenge. If, for example, a "Voice over Internet Protocol" phone system is warranted, the IT resource should be able to make the strategic recommendation, then-based on clearly understood goals of the business- comprehensively manage the tactical processes (e.g., overseeing installation and training, and ongoing maintenance). Determine the IT resource's commitment to its own training and updating, ensuring awareness of the latest technology developments.
5. Leadership. The best technology management resources proactively make recommendations instead of just serving as order takers. They will explain in detail why you need particular upgrades or improvements, provide new information and insights, and be directive about implementing changes.

Companies committing to a consistent, proactive technology program will be flying high long after their slower-moving competitors have been grounded.