Often when we see schools with the latest software, the most expensive technology, and flashy infrastructure, we link this with quality education and fast paced learning. But anyone with money can buy expensive things.
Superficially investing in new infrastructure or technology based on its price, aesthetic or “wow-factor” can be damaging to your organisation. Don’t get us wrong, at Junkeer we are excited by disruption, new advancements in technology and conceptual developments. But too often we see the implementation of new infrastructure handled poorly. So what do most organisations forget to think about when they advance or upgrade their systems?
We see this in schools and offices. They implement technology that is either not the right fit or the steps to make it a good fit are not taken. Training staff takes time so it gets procrastinated and the technology sits there and collects dust, when it could be advancing the productivity and learning for everyone. So sometimes it takes a reminder – ‘why did we just spend thousands on implementing this again?’
It seems obvious, but sometimes, even subconsciously, we overlook the fact that without a consolidated purpose, technology can result in inefficiency. Often implementation stops at the surface and the lack of communication leads to poor coordination which then leads to organisational vulnerability. Here are some important things to consider when implementing new infrastructure or technology.
Establish the links between your technology and the systems and infrastructure within which they run.
If your organisation is a map; your systems and processes are the roads, the infrastructure and technology are the grounds and terrain; and your strategy is your destination. If the roads are not linked, if they are not bound by strong, supportive grounds nor smooth terrain – how will you reach your destination? Especially if you’ve been working in these rocky conditions for years.
Without connection, your organisation drowns itself in complexity. With so many roads going everywhere and nowhere, with so many new grounds with no roads and roads without grounds, your destination is unreachable.
Once connections are established, determining which connections serve greater purposes for the organisation is simple. Having a bird’s eye view of your process map allows you to have a broad perspective of all differing and relative levels of urgency, importance and priority between systems, services, products and processes.
Defining your current priorities within your current state is the only way to re-prioritise in relation to the targeted future state. Assess yourself first to understand exactly what changes need to be made to get to where you want to be. Standardising priority levels is essential to fuelling smart decision-making and empowering your people to reinforce the way this is governed.
Your infrastructure should support your priorities and mitigate associated risk. How can your organisation recover from disaster or potential risk using your infrastructure and systems?
The new era is constantly approaching – that is to say that in order to maintain resilience, an organisation must be adaptable to unpredictable forces. Establishing a repeatable process enables agility. The ability to constantly adapt to changing market priorities, evolving strategies and new advancements in technology sets you apart. Incorporating infrastructure and systems into your strategy and risk management framework increases your organisational agility. Agility means your grounds and roads are resilient to unpredictable climates.
Unfortunately it is not enough to simply implement agile and purposeful integrations if your people resist or do not comply. Simplification of processes gives power to your people, but when going through change, using external advisors will ensure transitions are actually effective. Without operational excellence, good governance, systems and infrastructure means nothing. Achieving operational excellence is possible with the use of a change manager, as they combat resistance, manage communication and culture and ensure each individual is on board. People breathe purpose, functionality and life into systems and infrastructure, so if people are not actively embodying your strategy, purpose and goals – what is?
Junkeer understand that taking a step back to discover purpose and then instil purpose into your organisation requires support. For more information on how to revitalise strategy within schools, download our free e-book here.