Let’s start with one definition of a strategy is: A plan of action designed to achieve a long-term or overall aim.
Most large organisations and indeed governments develop and implement strategies in order to deliver objectives – think of health care, roads and public transport and most importantly, the economy . Once you come to technology,people often want to show they have a ‘CAN DO’ attitude, particularly if tactically minded managers are in charge. Another challenge to the strategists is that technology moves on so quickly that it does not make good business sense to get stuck in a long term quagmire. They probably know that “CAN DO” from amateurs often becomes “CANNED, WHO?”
So think of a scenario in ACNE Food company – The strategic manager, Mister Good, approaches the HR director, Mister Evil, who is heading up the IT and Technology function.
Mister Good : “I recommend developing a technical strategy based on what the business need for the next five years. That way, we’ll ensure that we can offer an agreed and fit for purpose SLA by having a fully resourced and funded ICT service offering.”
Mister Evil : “I know what the business want. They need the latest I-pads so they can read minutes of meetings when they are on the train.”
Mister Good : “What about aligning technology to support the new commercial and sales strategy we heard about last week.”
Mister Evil : “I don’t want you navel gazing into the future. Just get your guys warmed up to get those I-pads with a few apps on them to see what the Press is saying about us.”
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One year later, the ACNE Food company Board are very proficient in using I-pads despite one of them losing some personal data from accessing a rather dodgy site. In the meantime, the company’s finance and logistics systems are now becoming obsolescent and struggling to meet the increasing commercial demands of the company. It’s not all bad news though. The Marketing department have developed a number of apps and have received a marketing Industry award for them. However, the ICT budget has been blown trying to prop up the antiquated corporate systems.
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The question I would like readers to answer is was the HR Director correct in pursuing his short term objectives? After all, his Board colleagues saw him as someone who is proactive and technically savvy. Conversely, they saw the Strategy Manager as a superfluous whining overhead.
Please let me have your comments.
The Technology Whodunnit 