My intention behind “making the complex simple” is that simplicity occur at the intersection of people, process and technology.
There must be demonstrable value at this intersection for the stakeholders using the application, not merely the executive sponsors.
How often is there demonstrable value at the intersection of people, process and technology? The sad reality is “not very often.”
When I begin working with a lot of my clients, I notice that too many mistakenly believe that the technology is the process (it isn’t). The reality is people wonder how “the system” adds value–there is often no stakeholder engagement.
Management is frustrated that there is little traction with the technology and can’t understand why. Adoption is low as the people for whom the technology was intended as they don’t see a sound raison d’être. Frustration abounds on both sides. The technology initiative is going nowhere fast.
This situation shows up for (a) companies selling applications as well as those (b) implementing applications within their own departments or enterprises.
- If your customers aren’t getting traction with your application, you’re not going to add value.
- If your employees aren’t gaining traction with an application you’ve acquired, this doesn’t bode well for your return on investment.
Which situation do you find yourself in? What are you doing about it?
Hint: Hope is not a strategy.
“So focus on the 20 percent that makes 80 percent of the difference.”
― Marc Benioff, Behind the Cloud: The Untold Story of How Salesforce.com Went from Idea to Billion-Dollar Company-and Revolutionized an Industry
Photo courtesy of Sonny Abesamis on Flickr
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