The Cost of Oversight: Challenges Leaders Face When Systems Aren't Operationally Ready

Anyone else ever felt like this? Your organisation just spent a ridiculous amount of money on the latest technology in an attempt to make your life easier, and the customer’s experience even better, but there’s one small problem…it’s just made things worse.

You’re not alone. Most of my clients these days call me when the same happens with them and it usually costs them a lot more to fix. And the reason why the latest and greatest technology doesn’t always provide the solution you’ve been craving for, you ask?

Well, it’s quite simple really…the technology is only as good as the people who design and implement it. And this is not about the provider of the technology because the technology is usually very good…it’s about the people in the organisations who purchase this technology and the key oversights which are often quite costly.

In most organisations, there are different teams for different areas of responsibility. In relation to this topic, we’ll focus on two such teams.

When an organisation decides to invest in new technology to improve the efficiencies of their operations team, the first port of call is usually the IT team, because this is their skillset…right? Well, not quite!

This is the first oversight, and it’s an easy trap to fall into. Just because it’s a piece of technology, please don’t just rely on your IT team to design and implement this solution into your operation. I fully understand that people would think that this is where the technology sits, but that is not the case. Not all technology sits within the IT team. Yes, they most certainly need to be involved, and yes, they will need to plug it in, but others need to be involved too, and probably more importantly, the operations team. And not when the IT team say it’s safe for them to come in…they need to be involved from the outset, and here’s why…you need an "operational specification" document.

Completing an operational specification before designing a technical solution for an organisation is essential for several key reasons. It ensures that the solution aligns with business goals, meets user needs, and operates effectively within the existing environment. Your IT team will not be able to do this, unless they are equipped with the operational knowledge to do so. In my experience, this is rare.

We are all different and we all have different skillsets, and the gap between the type of person who works within an IT team, and the type of person who works within an operational team is so wide, it’s quite rare that one person can speak the other’s language. Here’s how they differ:

While IT focuses on technology and systems, and operations focus on business processes and resource management, both teams must collaborate closely to ensure the successful implementation of technology solutions that support operational goals. Effective communication and collaboration between IT and operations can lead to:

• Improved Efficiency: Streamlined processes and systems that enhance productivity.
• Innovation: Development of innovative solutions that drive business growth.
• Resilience: Robust systems and processes that can adapt to changes and disruptions.
• Customer Satisfaction: Efficient operations and effective use of technology leading to better customer service.

Understanding the distinct roles and responsibilities of IT and operations, as well as fostering collaboration between them, is crucial for the overall success and competitiveness of an organisation.

It’s difficult to find a person who can bridge these gaps, but they are out there, and I am one of them. And usually, my first job is to interpret the languages spoken between these two sets of people – I don’t mean Java, or Python, or other developer languages – I mean facilitating seamless communication and understanding between operational teams, who focus on business processes and objectives, and technical teams, who develop and implement technological solutions. This involves interpreting and aligning the needs, goals, and language of both sides to ensure that operational requirements are effectively translated into technical specifications, and that technical capabilities and constraints are clearly communicated to the operational teams.

Remember, when you’re buying a technology system, be it a CRM, or telephony, or whatever it is that you’re buying, the technology is already built for you – that is what you’re buying. Unless your IT team are building it themselves, their technical knowledge is purely required to ensure it connects with your current infrastructure and monitor and maintain the technical aspects of the system. That’s all folks! All operational use and ownership should sit firmly with your operations team. Ideally both teams should work in harmony together to optimise this new, and usually expensive piece of technology, but unfortunately, that’s often not the case.

When an organisation relies solely on an IT team to implement a technical solution for an operations team, several potential issues and challenges can arise:

Lack of Operational Insight:

The IT team may not fully understand the specific needs, workflows, and challenges faced by the operations team. This can lead to the development of solutions that do not effectively address the real-world issues or that lack necessary features.

Communication Gaps:

Without effective communication between the IT and operations teams, there can be misunderstandings about requirements, priorities, and deadlines. This can result in a solution that is misaligned with the operational goals.

Resistance to Change:

The operations team might resist adopting the new solution if they feel it was imposed on them without their input. This can lead to low user engagement, inadequate training, and ultimately, the failure of the solution to be effectively utilized.

Incomplete Requirements Gathering:

If the IT team does not engage with end-users and stakeholders in the operations team, they may miss critical requirements or fail to foresee potential issues, leading to a solution that is incomplete or inadequate.

Operational Disruptions:

Implementing a technical solution without thorough testing and validation with the operations team can lead to disruptions in daily activities. Unanticipated bugs or system incompatibilities can cause downtime and impact productivity.

Suboptimal User Experience:

The user interface and experience of the solution might not be tailored to the operational staff's needs, making it difficult for them to use effectively. This can reduce efficiency and increase the likelihood of errors.

Delayed Implementation:

The IT team may have other priorities or lack the bandwidth to fully focus on the operations team project, leading to delays in implementation and a slower response to issues and feedback.

Scalability and Flexibility Issues:

A solution designed without input from the operations team might not be flexible or scalable enough to adapt to changing operational needs or future growth.

Inadequate Training and Support:

The operations team may not receive adequate training or support if the IT team does not coordinate closely with them during and after the implementation. This can hinder the effective use of the new system.

Inefficiency and Increased Costs:

Misaligned solutions can lead to inefficiencies, requiring additional time and resources to rework or adjust the implementation. This can increase overall costs and reduce the return on investment.

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Mitigating These Issues

To mitigate these issues, it is crucial for organisations to foster collaboration between IT and operations team. This can be achieved through:

Cross-Functional Teams: Forming teams that include members from both IT and operations to ensure that all perspectives are considered.

Regular Communication: Establishing regular meetings and communication channels to share updates, gather feedback, and align on goals.

User Involvement: Involving end-users in the requirements gathering, testing, and feedback processes to ensure the solution meets their needs.

Change Management: Implementing a robust change management process to address resistance and ensure smooth adoption of the new solution.

Training and Support: Providing comprehensive training and ongoing support to the operations team to ensure they can effectively use the new system.

By promoting collaboration and understanding between departments, organisations can develop and implement technical solutions that effectively support their operational goals and drive overall success.

And finally, what are the challenges leaders face when systems aren't operationally ready? When systems aren't operationally ready, leaders face several significant challenges that can impact both the immediate and long-term success of their organisations. These challenges include:

Operational Disruptions:

Reduced Productivity: Employees may struggle to perform their duties efficiently without fully functional systems.

Service Delays: Inability to meet customer demands and deadlines due to system inadequacies.

Increased Downtime: Frequent interruptions and delays as systems are being fixed or upgraded.

Financial Impact:

Cost Overruns: Unexpected expenses related to troubleshooting, repairs, or temporary solutions.

Lost Revenue: Sales and revenue opportunities missed due to system downtime or inefficiencies.

Budget Strain: Resources diverted from other critical areas to address system issues.

Reputation and Customer Trust:

Customer Dissatisfaction: Poor service delivery can lead to customer frustration and loss of business.

Brand Damage: Negative publicity and loss of trust can harm the organisation's reputation.

Competitive Disadvantage: Competitors with better operational systems can capitalize on the organisation's shortcomings.

Employee Morale and Retention:

Frustration and Stress: Employees may feel frustrated and demoralized by their inability to work effectively.

Turnover: High levels of stress and dissatisfaction can lead to increased employee turnover.

Training Burden: Additional training required to adapt to new or temporary systems can strain resources and patience.

Strategic Setbacks:

Delayed Initiatives: Strategic projects and initiatives may be delayed or shelved.

Lost Opportunities: Inability to capitalize on market opportunities due to operational inefficiencies.

Innovation Stagnation: Focus on fixing operational issues may detract from innovation and long-term planning.

Compliance and Security Risks:

Regulatory Compliance: Inability to meet regulatory requirements due to non-functional systems.

Data Security: Increased risk of data breaches and security incidents if systems are not fully secured.

Audit Failures: Potential for failed audits and subsequent fines or penalties.

Decision-Making and Leadership Challenges:

Informed Decision-Making: Difficulty making informed decisions without reliable data and systems.

Crisis Management: Increased pressure on leadership to manage crises and provide immediate solutions.

Stakeholder Communication: Need to communicate effectively with stakeholders about system issues and remediation plans.

Addressing these challenges requires proactive planning, effective communication, and a robust risk management strategy. Leaders must prioritise system readiness and have contingency plans in place to mitigate the impact of any operational disruptions.

Conclusion:

Steve Jobs once said,

"If you define the problem correctly, you almost have the solution."

It’s so important to clearly define the operational needs before advancing towards a technical solution.

The only way to ensure that an organisation can avoid the impact that even the best system in the world cannot protect against is to ensure that you merge the talents within your organisation into one project team and learn from each other. Remove the silos, and just because it comes from a technical source, doesn’t mean that it sits with your technical team.

A little analogy to finish with:

Just because a package arrives in a box with a science lab logo, it doesn't mean it belongs to the scientists. It could be supplies for the administrative staff, a piece of equipment for the maintenance crew, or even a new coffee machine for the break room. The source doesn't dictate who should handle it; the content and context do.

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