Satisfying IT clients

IT organizations, whether internal or IT support organizations have the same problem. They think of themselves providing a technical support role. If they make keep the technology running, then they are doing their jobs.

The impact of this view is that even when their clients are satisfied, they are only satisfied compared to other experiences. They are not truly satisfied. Their expectations have been set so low that they appear satisfied when the equipment is working. At least then, they don't get distracted from doing their jobs, by having to work around malfunctioning equipment.

This issue shows up with the frustration that most people express with computers. My career has progressed through various phases from working with mainframes to working with desktops. Back in the early mainframe days, we were that mysterious group in the back room. Nobody knew what we did. My family still doesn't understand. At that time, computers were too complex for the average person to understand, but they didn't have to deal with them day-to-day. The technical staff did that, and we were happy doing that. I have grown more and more frustrated myself with dealing with computers, because it takes far too much of my time to deal with these nagging little problems that should be so easy to deal with.

Most software today is still written for software people: people who memorize every aspect of a software program and see it as a challenge to become an expert at all of its intricacies. Most of us don't look at it this way. We are just trying to get a job done, and resent having to become an expert to get what we want. That's why most people that I talk to are frustrated with computers. The software helps us to get our jobs done, if we can ever get past that terrible interface. Windows is much better than DOS, but still leaves a lot to be desired.

The issue of technical support also causes us frustrations. From a normal user point of view, we don't want to learn how the new technology works; we just want to have an easier time getting our job done. Then the computer technician comes in, does a great technical job at installing equipment, and leaves proud of his accomplishments. We are left to deal with the aftermath. Nobody told us what they did. Nobody told us that our work would have to change because the software wouldn't work the same. Nobody told us what to do with the excess equipment.

We start with a "user" who is frustrated with the old equipment, is stressed with the volume of work in their jobs, is buying new equipment to get out of the hole, and gets a whole new set of problems, more frustration. No wonder they hang onto anybody who can help them. When is the IT industry going to wake up and recognize that computers are supposed to help us do the job, not frustrate us in trying to do it. Why should business people spent their time trying to plan technology changes so that their business will not be disrupted? Why can't IT people recognize that many businesses are stressed trying to get their jobs done, and provide solutions, true solutions to these problems.

Change is hard. We all get comfortable with the old ways. Computers are always going to change things and increase our stress levels, because it introduces change. IT support organizations, both internal and external, need to recognize the impact that they are having, and start introducing changes in a manner that reduces stress.

Start by learning more about the client and their needs. Help them prepare for the changes and don't ask them technical questions. Turn those questions into business questions that they can make reasonable business decisions on. The IT organizations that succeed in doing that will be the ones that succeed in the future, not those that are excellent technicians.

Planning to fail

Planning is a word that brings thick binders to mind in most people. Somebody creates this magnifient document that nobody looks at until the next time we are due to update it or create a new one.

Planning needs to live…. Live in your mind, so that when you have to make a decision, you have a picture of how your decision will impact your business. As a business owner or manager, you make decisions every day. You don’t have time to look up this big planning document to see what impact your decision will have. You must see the picture, clearly and know why you are making the decision.

I see many small businesses and not-for-profits who suffer from this.

They start with a need, but place restrictions on it. They can’t afford to spend a lot of money, so they look for a solution that fits their budget. The problem is, they have not fully defined the problem and what potential solutions might be. So they limp along with short-term solutions that restrict their ability to grow or improve the service that they could provide.

I recently helped a not-for-profit to escape this dilemma. They were suffering from a lack of tools for their organization. Day-to-day problems were common and took up a lot of the Executive Director’s time. They were also at risk of losing their data because of the reliability of the equipment.

We started with an assessment of the situation: What were they trying to accomplish? How was technology helping or hindering their organization? We recommended a renewal of the technology to provide stability, but also identified opportunities for improving business operations by upgrading the software. They couldn’t afford the expenditure that would improve business operations. They couldn’t afford the base hardware upgrades to provide stability either. They went looking for ways that they could fund the upgrades. They found a funding opportunity that provided not only the minimum hardware upgrades, but the business improvement software as well. They submitted and got approval, and are well on their way.

This “opportunity” never would have been found if they had started with what they could afford. They couldn’t afford anything.

While you may say that they were lucky to find this “opportunity”, I disagree. While they had the problem and solution clearly in their minds (the plan), they looked at the “opportunity” from a very different perspective. They were open for it. Planning is just that. Know where you want to go. Know how you can get there. Then let your day-to-day decisions help you get there.

Sometimes you may not know how to create a plan. Let somebody help you. But DON’T let them do it for you. You won’t remember it!

You might say that you don't have time to plan. You are too busy running your business. But you are planning. You are planning to fail!