Don’t make this mistake: Select Technology on its ability to digitise your process, not on a list of functional requirements.

In the rush to embrace digital transformation, organizations often make a critical mistake: they select technology first and then try to meld their processes to fit it. What tends to happen is that a team of domain experts creates a list of functional requirements, which seems to make sense, however, this is a list of discrete functional capabilities, and the selection then does little to evaluate if a technology platform can support the desired process. Even the evaluation of usability is based on the user experience on discrete screens rather than usability to support a complete process.

So, while this approach might seem logical and efficient, it often leads to operational inefficiencies and suboptimal outcomes. In these cases, people will likely bypass the process and/or simply don’t use the technology at all. Instead, the focus should be on digitizing a well-defined, desired, and proven process to ensure that technology truly serves the organization’s needs.

Understanding the Desired Process: Before investing in any technology, it’s crucial to understand and map out the existing process thoroughly. This includes identifying pain points, inefficiencies, and areas for improvement, and then documenting the desired process. This process should be socialised and tested to ensure it provides the desired outcomes. By doing so, organizations can ensure that the technology solution they choose will address specific needs rather than forcing a one-size-fits-all solution into an ill-fitting context.

Customization and Flexibility: When technology is chosen to fit a desired process, it need to allow for configuration and flexibility. This means that the technology can be tailored to support the unique aspects of the process, enhancing overall efficiency and effectiveness. Conversely, selecting technology first often results in rigid solutions that require the organization to compromise on its processes, leading to inefficiencies and employee frustration.

Employee Buy-In and Adoption: One of the most significant challenges in digital transformation is getting employees to adopt new technologies. When the technology aligns with the desired process, it’s easier for employees to see its benefits and integrate it into their daily routines. This reduces resistance and accelerates adoption. However, if employees are forced to change their processes to fit the technology, it can lead to resistance, decreased morale, and lower productivity.

Maximizing ROI: By ensuring that technology digitizes a desired process, organizations can maximize their return on investment. The chosen technology will be more likely to deliver tangible improvements in efficiency, accuracy, and productivity. In contrast, if technology drives process change, it often results in additional costs and complications that erode potential benefits.

Innovation and Continuous Improvement: Technology should be an enabler of innovation and continuous improvement. When it’s used to digitize a desired process, it can provide valuable data and insights that drive further enhancements. This is where technology can provide significant value beyond the productivity and efficiency of digitising a process, creating a virtuous cycle of improvement and innovation. Conversely, if the process is forced to fit the technology, it stifles creativity and limits opportunities for ongoing improvement.

In summary, organizations should prioritize understanding and optimizing their processes before selecting technology. By ensuring that technology digitizes a desired process, they can achieve greater efficiency, employee buy-in, and long-term success. It’s not just about having the latest tools, but about having the right tools that align with and enhance the organization’s unique processes and goals.

Jason Apps

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Jason Apps is an Executive Level Asset Management Consultant, providing support to organisations in pursuit of high reliability, world class asset management practices. He is the Author of ASMx: Asset Strategy Management - A leaders guide to reliability transformation in the digital age, a regular presenter, workshop facilitator and trainer.

Jason has delivered significant performance improvement, cost reduction and risk management to global, blue-chip clients, for the last 20+ years. With a proven, unique, pragmatic approach to identifying improvement initiatives, implementing and structuring for enduring success.

Email Jason at Jason.apps@exar-am.com or visit exar-am.com