Is the development of a strategic plan for technology a waste of scarce organizational resources? I would argue that in today's economic climate, the development of a blueprint for the organizational capabilities you want is even more important than ever. Too often, technology spending is done as an afterthought or paid out of discretionary funds, leading to a hodgepodge of different computer models using different programs and operating systems. Having a strategic plan helps to guide purchasing decisions as well providing a basic framework with which to evaluate the performance of technology systems.
In my experience, the major factor affecting the success or failure of a technology strategic plan is the method in which the plan was developed. Too often, changes in technology are dictated by a top-down decision making process, rather than a more integrated approach that looks at staff needs and desires. This leads to a vicious cycle of failure. The technological innovation is evaluated as a failure because no one, other than the consultant or vendor who recommended the innovation, has a stake in the system's success. This leads to more skepticism about the ability of technology to improve organizational efficiency and as a consequence, a reluctance to invest in any change until a new crisis leads to the purchase of another system.
However, by including both front-line staff and technologists in the strategic planning process, you can create stakeholders who actually have an interest in the success of a strategic initiative. One of the best ways to start this process is to poll staff members about what they see as technological obstacles in the performance of their jobs. Does every staff member have a computer at his or her disposal? Do your computers have sufficient memory to operate efficiently? Do staff members have sufficient training to carry out the tasks they need to accomplish? Do staff members feel there is someone they can turn to with questions, or are they on their own? Is the ability to use technology efficiently a part of overall job evaluation? If it is, again are there training resources available?
Once you have gathered information on basic staff needs and attitudes, you can begin to confront more long-term needs. For instance, are there any staff members who frequently travel who could use a laptop computer? Or, given the ubiquity of Internet access, is a form of remote access more appropriate? What about data back-up? Does your organization need a server so that documents can be shared?
The next step is perhaps the most difficult. After brain-storming all the wish-list items comes the hard task of prioritizing and establishing a realistic budget. Which is more important to your organization-a new laptop for a senior level executive, or an upgraded system for his/her administrative assistant? Are there ways that both can be accommodated? For instance, maybe it isn't possible to buy the top of the line laptop and a new desktop system, but perhaps a less expensive laptop is possible and with the extra money, additional RAM can be added to the desktop system as well. Again, transparency in the decision making process is crucial. If a staff member's expectations regarding technology cannot be met because of budget constraints, make sure that they understand why the decision was made and what is being done to address their concerns.
An inclusive planning process is key to having your organization's technology work for you and the people you are trying to serve-rather than an obstacle that hampers your work.
About the Author:
Elliot Kipnis is Director of Technology at Changing Our World Inc.
You may contact the author at: ekipnis@changingourworld.com
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