Always behind the Curve

falling     You just think that you and your company are so behind everyone else.

Behind in technology or unable to get the most out of the technology you have in place.

CIO.com provides great insight into how leaders of your company can decide on leveraging existing or choosing a new technology in this article.

“For a new technology, the most important factor is how quickly its ecosystem becomes sufficiently operational and available for users to realize the technology’s potential.”  old-vs-new

A fantastic point that the article does a great job of explaining and even offers a manner for leaders to measure and compare legacy vs. new technology investments.

 

Comparing RFID’s inability to supplant barcodes is a great example of legacy technology not just resisting being replaced, but expanding as the market found new uses and improved technology.

The examples show in their chart below provide a great way to start listing your legacy technology against considered new technologies like cloud, a new ERP and mobile solutions.

market-framework-100695003-largeIn the end the decision process is less about the promise of the new technology or the age of the legacy technology but the ability of new technology to co-exist with existing technology and/or to supplant legacy technology completely while either adding new functions and/or reducing cost.

Cloud can co-exist with on-premise legacy technologies or it can fully supplant some important functions like backup and add new functions around disaster recovery.

 

 

 

Article review -How to Use the Single, Most Powerful Word in Business

While this article from Inc.com counters my post from a few years ago Rule #3 ask three times to get to a yes, however, I believe both are valid.

noSaying No and having support from your leader to do so is both empowering and as the article states effective time management.

Yes, as my rule #3 recommends and the article “acknowledges that some folks will push and ask more than once, or will pester you to try to wear you down.

Don’t fall for it: Just say no. And mean it.”

I agree with this from both sides.  That if you truly believe the individual should be working on your request, persistent asking is required.  Just as required is if the individual on the other side disagrees that they say no and allow the necessary activity of referring up to a higher level of management.

Lastly cannot state strongly enough my support for not “apologizing just reinforces the idea that you should be saying yes more than you say no and every time you say yes to something you don’t really want, you’re actually saying no to the things you do.”

However for this to be effective for a time they must have clear priorities and have those priorities aligned with the business strategy and tactics.  This will also discourage others from requesting non-aligned tactics.

So it is more than Just Say No, is is a focus on why no makes sense and a recommendation to use it more often than you do today.

focusing-is-about-no