Gambling is to wager on an uncertain outcome. Inherently it is revolves around risk of results. Are you gambling that your technology is OK? That all your financial data is OK? That your inventory is stored safely?
MotherG has found many executives who were inherently gambling their business’s performance on technology. Unsure that the systems were OK, spending money unneceassarily. Accepting this risky proposition as OK, no other choice. Now I know that many of you would disagree – maybe even violently. That your systems are fine. Maybe not perfect, but certainly good enough. How do you know? Simple question. Big implications. “I have someone who is taking care of it.” “I get an email my backups are working.” “I outsourced that years ago, and we haven’t had any major issues.” Common responses.
The facts tell a different story.
After conducting hundreds of Technology Assessments, the data tells a very different story. One of insufficient backups, no power protection, almost non-existent security controls. Excessive costs and high risks are the by-product. Many more issues just like this. And most commonly – an almost unilateral lack of strategic planning and advice on technology direction.
High costs that result from poor technology are largely hidden. It is uncommon for servers to crash. Most users are able to complete their tasks. Poor technology becomes part of the fabric of how you work. It becomes the norm. Staring at the hourglass waiting for your system is something we have all become accustomed to. We have come to expect IT support costs – internal or external. We recognize it is a necessary evil.
How can it be?
Yet, the executives in charge of the technology decisions are inherently smart people. How can this be? This stuff is complex. There are so many options, the decisions myriad, overwhelming. They try their best. But the real core issue lies with who is providing the information in which to make decisions. The partner or internal resources who translate the technology issues into business considerations. When doen well, the executives make great decisions, aligning the business wit hthe technology and arriving at low risk, high value environments that suite the organization perfectly.
The trick is knowing, rather than making a bet all is OK, unsure of the outcome.