I’ve recently come to realise that most business leaders I work with seem to have a similar challenge when it comes to turning a business vision into a result. This becomes even more apparent when the vision requires some form of technology to achieve the desired result. So why is it that the inclusion of technology as part of a vision makes achieving the vision exponentially harder? Wasn’t technology supposed to make our lives easier?
Now, I’m not a conspiracy theorist by any stretch of the imagination, but I do have my suspicions as to why this might be the case.
Firstly, there is SO much technology available that identifying the right piece of tech to deliver on your requirements is daunting to even think about, let alone undertake. There are more than 2.5 million apps in the Google Play store alone. Yikes!
Secondly, technology is becoming more complicated (Or as us technologists like to say, better). The technology is getting more complicated as it improves in its capability, but the by-product of this is that it is becoming increasingly difficult to implement effectively as it requires the technology specialist to somehow instantly become a specialist what your business needs to get out of it.
Sound familiar? A piece of technology that you don’t use to its full capability, or at all, because it wasn’t configured in a way that provides value to your business or your clients?
If so, don’t be embarrassed, you’re in the majority.
So what, if anything, can you do about it?
Let’s first break down the challenge. To achieve the vision, we need to analyse your “Ability to execute”.
The ability to execute, particularly related to technology projects, comes down to three (3) main criteria:
To execute on a vision that includes technology, you need to clearly define what you want to achieve (goals and metrics), the stakeholders, how the business (operationally) will facilitate it, and how you will transition the business to it (change management).
Do you have the capacity to undertake the requirements of achieving the vision? Capacity considerations should include things such as financial capacity, and internal and external resource capacity to execute the vision within a defined timeframe. Ensure you have access to the resources you need, when you need it, to deliver results effectively.
Does your resource group have the capability to undertake the tasks required to facilitate the execution of the vision? Capability requirements for achieving successful execution of vision are very broad generally, and even more-so for technology centric projects. Some capabilities that will help include resources with strong business and commercial acumen, particularly related to co-ordination of people, projects and change. They will be the glue that will “rally the troops” to ensure things get completed.
Sounds good, now what?
It’s time to define your vision, then assess your capacity and capability.
Can’t piece it together?
This is where a consultant may help. ServiceScaler consultants assist law firms with all thing’s tech, helping to define vision and goals, and translate that into capacity and capability requirements to identify gaps in your ability to execute.
We can also bolster your capacity and capability needs with our technical teams who have cut their teeth on legal technology systems, delivering technology solutions and IT systems to law firms for over ten years.
Find out more
To find out more, feel free to reach out to the team or I at ServiceScaler, we’d love the opportunity to help!
firstname.lastname@example.org / (02) 9146 6339