MANAGE TECHNOLOGY
WHY IT MATTERS
Technology is the foundation upon which modern businesses and organizations have to build if they want to compete in today’s ultra-modern word. Technology solutions allow organizations to do their work better, faster, and cheaper. Leaders that effectively manage technology position themselves to meet the needs of their customers and stakeholders and transact with them in the very best and most personalized way. Leaders that fail to effectively manage technology, either through ignoring its use, making unwise investments in the wrong technologies, or poorly implementing chosen solutions, can see technology turn into a stumbling block to the future of their organization instead of a bridge.
WHAT IT LOOKS LIKE
Leaders that manage technology know it’s critical contribution to their work and success. They use technology to unify the work of the organization and give it a common foundation upon which to operate. They know that in an increasingly dependent technology world, the effective implementation of technology solutions can often separate a good organization from its competition. They know their customers are increasingly technology savvy, and that they have to be too. They invest heavily in identifying the right technologies for their organization, implementing them in the most effective way, and managing their use to ensure they deliver value to their target users.
Leaders that manage technology feel personal ownership over the technology strategy of their organization. They put in place systems and architecture to define the governance for technology. They define who is accountable for technology, the parameters for acquisition and deployment of new technologies, and how technology decisions will be made. They oversee the creation of short and long-term technology planning that include measurable objectives, milestones, metrics, budgets, and goals.
Leaders that manage technology measure the performance of their technology and systems constantly. They create metrics to measure such things as system uptime, performance, reliability, satisfaction, and ease of use. They study the metrics they gather to identify how to improve. They complete formal technology reviews to determine where efficiencies can be gained.
Leaders that manage technology manage its effect on people. They create strong change management plans. They ensure technology systems are rolled out as seamlessly as possible. They identify how to convert detractors and recruit change leaders. They foresee the implications of new technology on people’s day-to-day work. They plan for how new technologies will influence the number of employees they need, the type of work those employees will do, and the mix of skills and new abilities they need to acquire.
Leaders that manage technology grow their organization’s ability to use technology. They have a vision for the technology competence of their workforce. They invest in technology training programs. They encourage participation in and provide forums for discussing and exploring its implications in their industry. They support testing and experimenting with new technologies that could make their work increasingly effective.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
Technology is the foundation upon which modern businesses and organizations have to build if they want to compete in today’s ultra-modern word. Technology solutions allow organizations to do their work better, faster, and cheaper. Leaders that effectively manage technology position themselves to meet the needs of their customers and stakeholders and transact with them in the very best and most personalized way. Leaders that fail to effectively manage technology, either through ignoring its use, making unwise investments in the wrong technologies, or poorly implementing chosen solutions, can see technology turn into a stumbling block to the future of their organization instead of a bridge.
WHAT IT LOOKS LIKE
Leaders that manage technology know it’s critical contribution to their work and success. They use technology to unify the work of the organization and give it a common foundation upon which to operate. They know that in an increasingly dependent technology world, the effective implementation of technology solutions can often separate a good organization from its competition. They know their customers are increasingly technology savvy, and that they have to be too. They invest heavily in identifying the right technologies for their organization, implementing them in the most effective way, and managing their use to ensure they deliver value to their target users.
Leaders that manage technology feel personal ownership over the technology strategy of their organization. They put in place systems and architecture to define the governance for technology. They define who is accountable for technology, the parameters for acquisition and deployment of new technologies, and how technology decisions will be made. They oversee the creation of short and long-term technology planning that include measurable objectives, milestones, metrics, budgets, and goals.
Leaders that manage technology measure the performance of their technology and systems constantly. They create metrics to measure such things as system uptime, performance, reliability, satisfaction, and ease of use. They study the metrics they gather to identify how to improve. They complete formal technology reviews to determine where efficiencies can be gained.
Leaders that manage technology manage its effect on people. They create strong change management plans. They ensure technology systems are rolled out as seamlessly as possible. They identify how to convert detractors and recruit change leaders. They foresee the implications of new technology on people’s day-to-day work. They plan for how new technologies will influence the number of employees they need, the type of work those employees will do, and the mix of skills and new abilities they need to acquire.
Leaders that manage technology grow their organization’s ability to use technology. They have a vision for the technology competence of their workforce. They invest in technology training programs. They encourage participation in and provide forums for discussing and exploring its implications in their industry. They support testing and experimenting with new technologies that could make their work increasingly effective.
BELIEFS
- If you don’t manage the technology side of your business it will potentially manage you.
- In a technology driven world there are fewer ways to lose competitive traction faster than being technologically incompetent.
- Technology is inseparably connected to people. You can’t make technology decisions without seeing the people implications.
- You can’t advance technology adaptation in the organization without increasing people’s ability to use technology effectively.
- The rate at which technology changes demands that technology management be ongoing and flexible.
- You need to manage your technology function through clear direction, accountability, and measurement.
- The organization who can implement a new technology the fastest may be the organization who sees the most success.
- You can’t risk taking your eye off the technology world as things advance and change very quickly.
BEST PRACTICES
- Set criteria to assess the viability of technology.
- Ensure technology systems are compliant.
- Provide technology training for employees.
- Ensure tech decisions are well informed.
- Study how competitors are using technology.
- Push technology to meet best-practice standards.
- Give personal oversight to technology work.
- Advocate technology in the organization.
- Ensure all systems are user friendly.
- Explore new technology solutions.
- Study the tech industry carefully.
- Ensure the security and safety of all systems.
- Know the implications of new technology.
- Understand why and how technology is used.
- Use change management to introduce technology.
- Ensure proper technology governance.
- Be wise in deciding when to buy and build.
- Don’t try and do too much with tech at once.
- Measure performance of your technologies.
- Create a long-term vision for technology use.
- Invest in technology appropriately.
- Do not delegate technology management.
SELF-REFLECTION
- Do I invest heavily in technologies that can improve how work is done, or do I hesitate to make the needed investment?
- Do I view technology as a key advantage of our organization, or do I feel like we are behind the times?
- Do I work hand-in-hand with technology leaders, or do I delegate technology accountability to others?
- Do I put in place governance strategies to define technology use, or do I allow technology to go unchecked?
- Do I have a long-term plan for technology in the organization, or do I lack a definition of where technology is going?
- Do I have metrics to measure technology systems, or do I not know how well the systems are performing?
- Do I apply strong change management principles when implementing new systems, or do I just “flip the switch?”
- Do I invest in helping the organization increase its technology capability, or do I fail to give people needed training?
WORDS OF CAUTION
- Don’t be so reliant on technology that you think every problem in the organization can be solved by a new technology solution.
- Don’t forget that, as valuable and necessary as technology is, the most important asset you have will always be your people.
- Don’t cross the line between managing the technology side of your business and trying to do the work of technology leaders for them.
- The only way you can “do more with less” is to automate through technology.
- I’m totally digital.
- Technological solutions are easy for me to understand.
- Technological solutions are easy for me to articulate.
- Regardless of position and/or title, everyone in the organization should understand our company’s technology.