Chapter 7. MAKING IT HAPPEN
Over the years, I have seen many IT leaders, as well as many business decision makers, struggling to make sense of the changes in our industry and how to take advantage of them. It sometimes feels as if a cloud of resignation had surrounded smart people, making them feel more comfortable putting their heads in the sand instead of trying to clear the dense fog of rapid change.
It is not because a lack of will. Many of these businesspeople simply didn't know where to start: how to identify areas of impact and how to prioritize them. The people on the other side—the software, hardware, and services sales folks—know their core competencies but are not as knowledgeable about trends and resources that affect specific businesses or industries. And let's be honest: Most people in the IT industry make their money by selling products and services to you. They need to pay their mortgages and ensure that their kids have food on the table too. Many—but not all—aren't paid to spend time consulting and strategizing with you on how to leverage the technology advances. Most salespeople are coin operated. Their motivation is not working with you on organizational process improvement. Selling their products and services is their goal.
Technology and resources are forcing a change to this model. I truly believe that effective use of limited resources allows organizations, individuals, and society to achieve a higher potential level. It's not about spending more; it's about ...