Demystifying Technology

On top of these few examples, our staff are rarely making productive use of the systems in front of them while we do not know how to exploit our technology further, and when we finally do start to get a grip on things, it all changes. Net result? A lot of frustrated brokers. Does it have to be that way? I do not think so. Technology is a business issue, it is not a technology issue, and as soon as we can wrap our heads around that idea, we can shed all the beliefs and meanings that we have linked up with computer systems.

Now, by changing our “meanings and beliefs”, I do not mean that we need to worship a candle somewhere, but I think that it is time to get over the stigma that we have linked to technology, and really look at it from a business perspective. But, to do that, we need to clear up a few things first.

RAPID CHANGE

Perception: Technology changes too rapidly. Based on the feedback I have had from many brokers and other business leaders, the frustration is actually that the right changes are not happening fast enough. This is a rather fun issue to explore because of the inherent dissonance between the rate of change in the insurance industry versus the technology world. The insurance industry, despite some of the changes that we have seen in market conditions recently, is a stable environment compared to life with technology. In the public-facing world of technology, we live in “dog-years” where each calendar year is worth about seven technology years. In the pure world of “geekdom”, the technology has a life-span more like a fruit fly.

This creates a collection of problems. The first is that no one has any idea what a technology person is talking about, because they are referring to technologies that the public has not even heard of as yet. With each new technology comes a new set of “TLAs” (three letter acronyms) and a complete new lexicon to learn. This is not so difficult if you are involved in the creation of the lexicon, but if you are victimized by it, things get uncomfortable.

The next problem with the change speed is that the changes that are happening are not the changes that businesses are necessarily craving. More often than not, the new technologies that emerge play a peripheral role in delivering workflow value. Does this mean they do not have value? No, but it means that they do not necessarily solve the problems that businesses want solved. This is where it gets really tricky.

Sometimes, the new technologies that businesses are looking for, are not the ones they need. Please do not misinterpret this: business owners and leaders are generally quite clear on the business results they are pursuing. But consider it this way: if you are a doctor and the only medicine you know is Aspirin, then guess what you will prescribe most of the time? Aspirin! Now enter the real risk – if we know that we do not know all the right prescriptions, it means we have to trust someone else to help us with the diagnosis and a routine of treatment. What is important is allowing ourselves to “trust someone else to help us”.

As business leaders we cannot abdicate responsibility of a business solution to someone simply because it deals with a topic we do not relish. But, at the same time, we need to trust them within our framework of results. It is the frequency of technology change that creates the requirement for support in decision-making. There are some simple and powerful strategies to let you control the risk of bringing in the “help”. Although they can not be covered in the scope of this article, rest assured that by focusing on measurable results, you can get the solutions your business needs.

TECH FUNDAMENTALS

Perception: I have to do what the IT people say because they know technology. I would love to be able to say that was true, but it is not. Nothing frustrates me more than to see IT people push business owners around based on technology arguments. It is not a fair fight. The IT person is using a language the business owner generally does not understand, and thus creates arguments to which the business leader can not respond to – basically, this is the equivalent to “IT blackmail”.

By understanding technology thinking fundamentals, as a business person you can feel confident that you will not be “geek-bullied” again. There are three fundamental issues when it comes to technology. Most technology people do not recognize all three, but the more that you understand them, the better equipped you will be to deal with technology decisions. Here are the big three:

* Most technology people like to focus on the “what”. What equals a business transaction. What computer would you like? What server do you need? What software should you choose? What anti-virus solution is needed? What is easy. Lots of people handle “what”.

* “How” is a bit more interesting. How looks at the steps that can be taken to make the most of your technology and the best ways to configure software and hardware. By having great workflow, clear documentation and policies and thorough training, “how” you use technology can be addressed pretty quickly.

* The final “magic factor is “Why”. Why is the driver behind the business decision. It is the compelling purpose that creates a requirement for the technology solution in the first place. Why generally spills out of pain. When we are frustrated and annoyed and can not stand it any more, we come up with reasons to make changes – these reasons become “whys”.

When businesses know “what” they need, and “how” to deploy it successfully, but do not know “why” – they are undirected. They are well-equipped to go nowhere. When businesses know why, and what they need, they are vulnerable because they are likely doing the right things, but in the wrong way. When businesses know why and how, they are often ineffective because they do not have the right equipment or software to make it work. The real power comes from having all three. Businesses that can combine the reasons, the tools and the processes are likely to succeed in technology.

So what does all this have to do with IT people bossing me around? They do not know “why”. You know why. IT people should deliver the “what” and the “how”, and if they are really good, they can help you clarify your “whys” through good questions and by having a broad context of experience to apply to your purpose.

If your business is stalled because IT people are telling you that key results cannot be achieved, odds are they are imposing their purpose on your business, rather than executing your business purpose. I also invite you to beware of extremely complicated solutions, or solutions that are so unique that almost no one else can provide support. If the technology solution can only be supported by one party, your business is vulnerable.

NEW THINKING

So what do we know so far? Technology changes a lot faster than insurance. “Geek-speak” changes constantly and no one understands it anyway. Technology needs to serve our purpose, provided we can articulate it. Useful? Perhaps. Liberating? Not yet.

Here is the key: by applying traditional business thinking to technology, you can take control of the results in a way that is comfortable and that delivers consistent results. What does this mean? Measure. Without data we are just another opinion. How many business decisions do you like to make based on stories and opinions? My guess is very few. Despite popular opinion, technology is quantifiable (most of the time), which means that we can measure its performance and translate that into results. It then means that we can assign a dollar value to it.

What happens then? Then we know the answer to the question that only seems to pop up when we are really frustrated – is all this technology making me money, or costing me money? Answer that, and you succeed. Do not answer that, and “geek-speak” rules.