“Sorry, we’ve been busy putting out fires…”
Tired of hearing this answer when you inquire about the progress on your latest request of the IT department in your company? You may be a big part of the solution.
You’re an executive, a manager, perhaps a director. A highly competent human being capable of performing greater-than-rudimentary tasks. Yet you sometimes find yourself feeling like your IT department wants you to submit a request to have them come turn your lights on.
You want to make a change to a queue in your contact center or add new skills. These are both on the main menu for your contact center software. Or perhaps you want to spin up a virtual machine in AWS to evaluate a piece of software in an isolated environment. That’s a quick push-button operation on Amazon’s self-service console. Adding or changing users. Putting a new automated announcement into your interactive voice response (IVR) system.
These are all pretty simple, straightforward operations that any high school graduate could perform. Yet you are required to request that your IT department come do it for you. So you submit that request.
Then you wait. And wait. And wait. And…. you get the idea.
When you inquire about the status of your request you’re told “It’s on the stack.” You conjure images of yourself taking an axe to the stacks. Even this doesn’t comfort you.
You have the right mindset. You want to get things done, achieve results, produce superior outcomes. What you don’t want to have to do is wait. But you might be surprised to find out how many of your peers disagree with you. Many managers have no problem waiting. Some feel that’s just how corporate wants it, so why make waves? Some see it as providing them with someone to blame delays on, namely the IT department.
There are only two valid reasons for your IT department to not provide the training and support required to enable you to make the fundamental changes and adjustments you’d like to be able to make yourself. The first is resistance they encounter with people in positions like yours who don’t want any additional responsibility, even if it means sacrificing capability. The second is that the technology you’re using simply doesn’t make it easy to make those kinds of changes.
Both of these can be changed.
When they named one of the most popular development methodologies “agile” it seems many people forgot the original definition of the word.
Every competent manager wants as much agility as they can obtain. They’d prefer to be enabled to make as many adjustments and changes in their environment as possible so they can move from thought to decision to action with no delay. That’s the definition of agile.
Agility allows managers to balance responsibility and accountability against authority and ability. No, they no longer have the IT department to blame for delays, but these managers never wanted that. They’re not accustomed to making excuses. They’re accustomed to making money.
Agility is available always. The degree of agility obtained is a direct result of choices made. When choosing critical software such as CRM, ERP, call center, communication and collaboration or others there are questions to be answered.
- Can this software perform all the processes we need performed?
- Can this software be adapted to work the way we work, or must we adapt?
- Is this software’s user interface (UI) easily understood by non-technical operators?
- Are the controls we need to use easily accessible?
- How loosely coupled is the architecture of this software?
This last question has to do with resilience. In some systems, the failure of any one component or functionality may cause the rest of the software to fail. When software architecture is “loosely-coupled” it simply means the failure of any component will have little or no effect upon any other component. Loosely coupled architectures are often self-healing as well!
The formula for creating an agile environment is simple: Managers willing to take responsibility + IT managers willing to give it to them + Well-designed software = AGILITY
Often what is needed to move this kind of initiative forward is a senior executive willing to sponsor the change and guidance from professionals who have helped many other companies make similar changes. When you come down to it, this is the truest definition of a digital transformation, improving the way people in your organization get things done by applying technology solutions intelligently.
Talk to Packet Fusion about the kind of changes you want to make. No matter how far along you are, we bring the experience, the expertise, and the respect for people required to make this kind of enablement a very powerful, positive experience.
As CEO of Packet Fusion, Matt sets the tone and vision for our company and our customers. His 20+ years in telephony gives him a deep understanding of unified communications and collaboration technology. He is an engaging presenter and has a knack for breaking down the often over complicated VoIP technologies into plain and simple English. Outside of PFI, Matt’s happy place is on the golf course or on a bike ride with his daughters.