In many cases, IT projects get initiated with a wish list. There is a legitimate business need behind the project. The business defines that business need, but can't necessarily articulate it to the technical staff and/or suppliers. The business generally know what they are trying to achieve, but because there is no detailed definition, it is simply a wish.
These wishes need to be turned into plans. If you want to get more sales, many software suppliers will tell you to install Customer Relationship Management software (CRM). While CRM can help to improve sales, it is not a magic bullet. Just because you want it, doesn't make it happen. So far it's just a wish.
How do you change that wish into a reality? Sticking with CRM, the way it helps to increase sales, is that it helps you to improve your relationship with your customers. It provides the capability to track every interaction with your customer, no matter who talks to them, using whatever vehicle: phone, email, letter, even web. The software doesn't do it by itself, it provides the tools to do it.
Implementing CRM may totally change the roles and responsibility of your sales and support staff, as well as change the way your software works. If you justify the project based on the software aspects, you will get many of the costs, but few of the benefits.
In order to create a plan, you have to start with understanding how you will increase sales. If your intent is not to increase sales with existing customers, then CRM will be of no value.
If you do intend to increase sales to existing customers, then CRM software may be a solution. What benefits can be gained? Do you see a 10%, 20% gain? What else will have to change in terms of roles and responsibilities, other software, etc., for you to make that gain.
Most technology staff and suppliers will help you to install the software, but few will address the issues of how the business will have to change and what you will have to do to measure whether it is working. You may also end up implementing a lot more than you have to, to achieve your goals. Most software products have far more features than most companies need.
Even if you successfully implement the software and successfully gain the benefits that you expect, you may end up installing far more than you need and paying a much higher cost.
The biggest issue is justification of the expenditure. Start with the business goal. Then lay out a plan that shows how you will achieve it. This will define the benefit you will receive AND what components or activities are necessary to achieve it and what will provide the biggest benefit Then figure out the cost, and see how the costs map to the benefits. Drop anything that doesn't have a high benefit to cost.
This will get you out of the issue of dealing with all of the extraneous technical issues, the options that provide no value.
Friday, January 30, 2009
Tuesday, January 27, 2009
Does Software make you feel like a victim?
When business owners look at software, they are looking for solutions to their business problems. The software supplier describes the benefits in specific detail and often will describe how others are getting great business value from the software. You're sold. You buy the software.
If the solution was as good as you were told, then why are so many people frustrated by the experience?
There are the techies of course/ They enjoy the challenge of digging into a software product and seeing how it works. The more difficult it is to find, the more they enjoy it. But the people who enjoy it are a very small part of the population. The rest of us live with the consequences.
I have a long background in software. I've done software development. I've done software support. I've managed technical staff in mainframe hardware and software, as well as PCs and servers. I've managed staff in voice and data communications.
In all of these jobs, I've often found challenges in getting the results that I was looking for. I enjoyed the challenge of developing the solution, but often been frustrated by the experience. The software is seldom written for the average person. It is written by techies for techies. That why the average person is frustrated and feels like a victim.
I've developed a solution that has worked for me, in overcoming the frustration, the technobabble and working effectively with technical staff.
The are 5 simple steps to achieving business outcomes from business software. But first, you have to make a decision. Do you want to remain a victim?
If the solution was as good as you were told, then why are so many people frustrated by the experience?
There are the techies of course/ They enjoy the challenge of digging into a software product and seeing how it works. The more difficult it is to find, the more they enjoy it. But the people who enjoy it are a very small part of the population. The rest of us live with the consequences.
I have a long background in software. I've done software development. I've done software support. I've managed technical staff in mainframe hardware and software, as well as PCs and servers. I've managed staff in voice and data communications.
In all of these jobs, I've often found challenges in getting the results that I was looking for. I enjoyed the challenge of developing the solution, but often been frustrated by the experience. The software is seldom written for the average person. It is written by techies for techies. That why the average person is frustrated and feels like a victim.
I've developed a solution that has worked for me, in overcoming the frustration, the technobabble and working effectively with technical staff.
The are 5 simple steps to achieving business outcomes from business software. But first, you have to make a decision. Do you want to remain a victim?
Sunday, January 25, 2009
Small Business Dreams for Information Technology
I speak to many business people who are frustrated with technology. They see what others are getting, and would like to get it for themselves, but they don't like technology or are not comfortable with technology, therefore they get frustrated.
The technicians that are hired to do a job, take away the need for business owners to become technical, but they also take away the focus from the business.
What's the business owner to do? He/she is not comfortable with technology. The technicians speak a different language and always talk about how complex it is, and how the business person doesn't understand.
All of that is BULL! The reason that the business owner doesn't understand is that the technician is not knowledgeable enough to explain it. I have worked with technology for many years, and there is one thing that I have learned. When somebody is not very skilled, they cannot explain what they are doing. The really experienced people, understand how to explain things in meaningful terms.
As a non-technical business owner, what do you need to do?
Let's start with a dream. If you had the perfect world (for the non-technical business owner), what would you have? You would ask a business question and get an answer that you would understand. There would be no complex jargon, no "you don't understand", just simple answers to simple questions. If there was a need for learning, your supplier (internal or external), would help you learn what you need to know so that you could make the necessary decisions.
So, as a business owner, why don't you assume that this is the world that you live in? If you can't get an answer that you understand, is the technician willing to provide you with the learning, on your terms, so that you can make the proper decisions? If not, find another one. I don't mean that you have to become technical. If you have no interest in that, you shouldn't have to. The technician should be able to provide you with what you need without being a techie.
The key to all of this is focus and determination. Determination to not let technicians befuddle you with technical mumbo-jumbo.
Thry it! You might like! It works. I know it..
what would they like to see? How do they get it?
The technicians that are hired to do a job, take away the need for business owners to become technical, but they also take away the focus from the business.
What's the business owner to do? He/she is not comfortable with technology. The technicians speak a different language and always talk about how complex it is, and how the business person doesn't understand.
All of that is BULL! The reason that the business owner doesn't understand is that the technician is not knowledgeable enough to explain it. I have worked with technology for many years, and there is one thing that I have learned. When somebody is not very skilled, they cannot explain what they are doing. The really experienced people, understand how to explain things in meaningful terms.
As a non-technical business owner, what do you need to do?
Let's start with a dream. If you had the perfect world (for the non-technical business owner), what would you have? You would ask a business question and get an answer that you would understand. There would be no complex jargon, no "you don't understand", just simple answers to simple questions. If there was a need for learning, your supplier (internal or external), would help you learn what you need to know so that you could make the necessary decisions.
So, as a business owner, why don't you assume that this is the world that you live in? If you can't get an answer that you understand, is the technician willing to provide you with the learning, on your terms, so that you can make the proper decisions? If not, find another one. I don't mean that you have to become technical. If you have no interest in that, you shouldn't have to. The technician should be able to provide you with what you need without being a techie.
The key to all of this is focus and determination. Determination to not let technicians befuddle you with technical mumbo-jumbo.
Thry it! You might like! It works. I know it..
what would they like to see? How do they get it?
Friday, January 23, 2009
Making Information Technology simpler for small business
I spoke to a couple of small business owners last night, who complained about the lack of solutions to their business needs. Every "solution" proposed by consultants and software suppliers started with "well, in order to do this, you've got to BLAH, BLAH , BLAH". That is what the small businessman heard.
Why? The business owner saw a small problem and wanted a small solution. What he got was a complex "solution", one that involved changing his business. Most software products used by business have been developed with all of the checks and balances that are needed to make sure that the business functions as it should. This is good if the business is actually doing this. However, most are not. So the problem is that a proposal to totally restructure the way the business operates is met with resistance. The business owner sees a small benefit, while the "solution" provider wants to make sure his software is used properly.
Added to this problem is that the business owner can't articulate his problem, nor communicate what he wants to the software supplier or consultant. The software supplier sees only the software and how it "should" be used.
Most software is flexible enough to be used without all the bells and whistles. There are limitations to the benefits when this happens, and potential problems down the road. But when the owner doesn't see the problems or benefits, he/she is often unwilling to commit to the major effort to achieve it. Software suppliers often ignore all of this in their efforts to sell the software. They quote the benefits without showing the impact that it will have, nor the prerequisites to getting all of the benefits.
I have written many times about the need to understand the business process improvements expected when you install new software. While that is valid, there is a need for the business to evolve and learn what the benefits can be and identify new problems that can be solved. If the owner cannot see these problems, then there is no benefit of attempting to solve it.
I prefer and incremental or iterative approach.
Why? The business owner saw a small problem and wanted a small solution. What he got was a complex "solution", one that involved changing his business. Most software products used by business have been developed with all of the checks and balances that are needed to make sure that the business functions as it should. This is good if the business is actually doing this. However, most are not. So the problem is that a proposal to totally restructure the way the business operates is met with resistance. The business owner sees a small benefit, while the "solution" provider wants to make sure his software is used properly.
Added to this problem is that the business owner can't articulate his problem, nor communicate what he wants to the software supplier or consultant. The software supplier sees only the software and how it "should" be used.
Most software is flexible enough to be used without all the bells and whistles. There are limitations to the benefits when this happens, and potential problems down the road. But when the owner doesn't see the problems or benefits, he/she is often unwilling to commit to the major effort to achieve it. Software suppliers often ignore all of this in their efforts to sell the software. They quote the benefits without showing the impact that it will have, nor the prerequisites to getting all of the benefits.
I have written many times about the need to understand the business process improvements expected when you install new software. While that is valid, there is a need for the business to evolve and learn what the benefits can be and identify new problems that can be solved. If the owner cannot see these problems, then there is no benefit of attempting to solve it.
I prefer and incremental or iterative approach.
- Identify the problem as the owner sees it.
- Outline a solution with minimal effort to solve that problem, without putting them in a box.
- Once that is solved, look at the new data provided and how that expands the possibilities that may be available to the business.
- Identify the new problem as the owner now sees it. More information will help to describe the past problems in new ways, requiring new solutions.
- As the business learns, the solutions will get bigger, and the prerequisite activity will get larger. However, the business will see that incremental effort yields new benefits and be more willing to support it.
Most small businesses don't have the resources to take on a large job. They may be willing to invest in the software, but not be prepared for a major investment in staff resources and time to do what's needed for a complete makeover.
Most businesses never use all of the functionality provided by the software products that they buy. When the big bang approach is used, they will be scared off until they need major enhancements again. They will put off the pain of the big bang for a long time, maybe until it's too late.
The incremental approach makes progress regularly, gets benefits in small chunks regularly and makes it more acceptable for small business.
Thursday, January 22, 2009
Can a small business afford a Chief Information Officer (CIO)?
Every business is dependent on Information Technology today, yet many small business owners are frustrated with the results that they are getting.
For any business owner that lacks experience with technology, doesn't feel comfortable with technology, or just lacks the time to properly assess the value or the needs, it can be a very frustrating experience. Often a small business will hire someone to look after it.
That someone is typically an administrator or a junior technician that loves to play or learn about technology, but doesn't understand what the business needs or how to get it. Although it takes the burden of watching over IT from the owner, the result is that the business suffers.
In large organizations, more and more businesses are hiring Chief Information Officers. In some cases, it is just a title, but the effective ones are those that understand business, understand the business outcomes that the business is looking for and does not speak in technical terms.
This type of individual will not be attracted to a small firm, for two reasons:
For any business owner that lacks experience with technology, doesn't feel comfortable with technology, or just lacks the time to properly assess the value or the needs, it can be a very frustrating experience. Often a small business will hire someone to look after it.
That someone is typically an administrator or a junior technician that loves to play or learn about technology, but doesn't understand what the business needs or how to get it. Although it takes the burden of watching over IT from the owner, the result is that the business suffers.
In large organizations, more and more businesses are hiring Chief Information Officers. In some cases, it is just a title, but the effective ones are those that understand business, understand the business outcomes that the business is looking for and does not speak in technical terms.
This type of individual will not be attracted to a small firm, for two reasons:
- The small firm cannot afford to pay them.
- The small firm will not have enough challenge for them.
What the small business owner to do? There are three choices:
- Hire a technician? This does not help the business to take advantage of technology and grow the business
- Hire a full time CIO? He can't afford it, and probably couldn't find one who will come.
- Hire a part-time CIO? This may work for the larger firms, but could still be expensive.
- Hire a Virtual CIO? What is it?
A virtual CIO has all of the skills of the full time CIO and has a focus on the business. Instead of spending full time or part-time at your site directing your effort, the Virtual CIO brings all of the skills and knowledge to your business, providing guidance, advice, coaching and support to you and your staff, helping you to become more knowledgeable and capable. This means an affordable cost, that goes down as you learn to manage this yourselves. And it comes as "just enough" to let you choose how fast you want to work, how aggressive you want to be and how much you want to pay.
Consider this as an approach to getting the results that you want at a price that you can afford.
Wednesday, January 21, 2009
Why CRM fails
Customer Reltionship Management projects have a high failure rate. There are many reasons for failure and most of them have nothing to do with software. A recent article on InsiderCRM describes the issues.
The key to any software project is to recognize that there are three components to success, People, process and technology, and any project that focuses solely on the technology is doomed to failure.
To start with, you must recognize that salespeople are often independent operators within a business. If they don't see the value, they won't do what you need. Other parts of the business are often easier to work with, because their activities are integrated with the use of the software. Salespeople seldom can function without the software.
Secondly, you must recognize that the software is useless without a sales management process. The software provides you with a framework to deliver and improve that process, but it is not necessarily obvious.
The last is the software and other technical components. As some of these activities are complex and often take a lot of time, they often become the focus of the project. This is where everything gets off the rails. Yes, you must plan and implement the software, but this component is the least important.
The article that I have referenced describes this in more detail, but there are two items that stand out:
The key to any software project is to recognize that there are three components to success, People, process and technology, and any project that focuses solely on the technology is doomed to failure.
To start with, you must recognize that salespeople are often independent operators within a business. If they don't see the value, they won't do what you need. Other parts of the business are often easier to work with, because their activities are integrated with the use of the software. Salespeople seldom can function without the software.
Secondly, you must recognize that the software is useless without a sales management process. The software provides you with a framework to deliver and improve that process, but it is not necessarily obvious.
The last is the software and other technical components. As some of these activities are complex and often take a lot of time, they often become the focus of the project. This is where everything gets off the rails. Yes, you must plan and implement the software, but this component is the least important.
The article that I have referenced describes this in more detail, but there are two items that stand out:
- Face the truth. What are the obstacles and challenges to making this work? They are unlikely to be the software or technology.
- What's in it for us? How will your business be improved by implementing CRM? Be very specific in terms of business outcomes. A wish will not achieve it.
Monday, January 19, 2009
Future state with a software project
When a business owner decides to take on a software project, they want to create an improvement in their business. With a owner managed business, this is more important that with a public business, because the money is coming out of the owner's pocket.
If this is so important, then why do many business owners get frustrated with the results achieved.
Many projects taken on to improve a business start off with a dream of improved results, but they are often just a dream. You look at what others have achieved, and HOPE to do the same. You don't know how they did it, but they used this software and got results.
The reasons are very simple, but not necessary very easy. As Albert Einstein said: "Life is simple, but not easy". The same is true of software projects. In order to get the results that you need, you need to understand HOW you will get those results. Your business is working a certain way today. How will the software change the way you get results? How will that benefit yoyr business? How will you know that you are succeeding?
If you can't answer these questions, you will be disappointed.
You understand your business. You don't need to understand the software. But you do need to understand how the software will help you. And you do have to play a major role in the decisions that are made during implementation of the software, because these can be critical.
Dream about what you want the future to be like. That's great. Then take a detailed look at what you have to do to make it that way.
http://www.valuedeliverymanagement.com/blog/index.php/2009/01/20/critical-insights-1/
If this is so important, then why do many business owners get frustrated with the results achieved.
Many projects taken on to improve a business start off with a dream of improved results, but they are often just a dream. You look at what others have achieved, and HOPE to do the same. You don't know how they did it, but they used this software and got results.
The reasons are very simple, but not necessary very easy. As Albert Einstein said: "Life is simple, but not easy". The same is true of software projects. In order to get the results that you need, you need to understand HOW you will get those results. Your business is working a certain way today. How will the software change the way you get results? How will that benefit yoyr business? How will you know that you are succeeding?
If you can't answer these questions, you will be disappointed.
You understand your business. You don't need to understand the software. But you do need to understand how the software will help you. And you do have to play a major role in the decisions that are made during implementation of the software, because these can be critical.
Dream about what you want the future to be like. That's great. Then take a detailed look at what you have to do to make it that way.
http://www.valuedeliverymanagement.com/blog/index.php/2009/01/20/critical-insights-1/
Subscribe to:
Posts (Atom)
Posts
