So there are some mighty impressive places to work that really shine in terms of the technology they use and the constant desire to upgrade and improve their capabilities.
Usually, these are also the places that value and respect their human capital because they view them as not just human pawns, but rather as strategic drivers of change.
Then there are the places that are “so operationally focused” or just plain poorly run that they can’t be bothered to think about technology much at all or the people that make up the organization and its fiber.
In many cases, the wheel may be turning, but the hamster is dead:
There is no real enterprise architecture to speak of.
There are no IT strategic or operational plans.
There are no enterprise or common solutions or platforms.
There is no IT governance or project/portfolio management.
Even where there are some IT projects, they go nowhere–they are notions or discussion pieces, but nothing ever rolls off the IT “assembly line.”
How about buying an $800 software package to improve specific operations–that gets the thumbs down too.
Many of these executives can’t even spell t-e-c-h-n-o-l-o-g-y!
It’s scary when technology is such an incredible enabler that some can’t see it for what it is.
Rather to them, technology is a distraction, a threat, a burdensome cost, or something we don’t have time for.
Are they scared of technology?
Do they just not understand its criticality or capability?
Are they just plain stupid?
Anyway, organizations need to look at their leadership and ask what are they doing not only operationally, but also in terms of technology improvement to advance the organization and its mission.
Look to the organizations that lead technologically, as well as that treat their people well, and those are ones to ogle at and model after. 😉
(Source Photo: Andy Blumenthal)