Enterprise Technology Products — Solve for Your Front Lines

people walking with building in background

Jordan Harris

  • Reading Time  Min Read
  • Publish Date April 30, 2015

The real problem is not whether machines think but whether men do.

B. F. Skinner

“But what technology do you offer?” It’s a question I frequently hear from
potential clients. Skookum is language and platform agnostic – meaning we can do
just about anything. We’re not resellers of “Old IT” platforms, we don’t get
kickbacks, and we don’t do “off the shelf,” one-size-fails all. I don’t say this
to brag (although Skookum is a pretty wondrous and magical place). What I’m
saying is that the old way of doing things is wrong. From the way we think about
how technology enables people to the way we make decisions surrounding the
choosing of technology. We must start by accepting the fact that how we put
technology to work these days is pretty much unlimited. The differentiator, now,
is people.

“But, what do you mean by ‘people’?” It means communicating effectively with
your internal stakeholders. It means focusing your projects around people that
will actually use it. It means finding a partner that will do the same.

When we engage with a client, we focus on the execution level of their business:
the employees. Many of the companies we speak with are still on multi-year ERP
implementations. They’ve fallen victim to lofty promises from big box vendors
and the hottest “new” products. These vendors come in and say “Our product can
do this AND that! We’ve helped ACME Widgets save $4 million!”

Well that’s great, although your company doesn’t sell widgets. And that $4
million doesn’t include the integration costs. Or the multiple change orders. Or
worse yet, the general disdain your employees have toward the new system.

In fact, in the 2014 ERP Report published by Panorama
66% of ERP systems deliver LESS THAN HALF of the anticipated benefits to the
business and its users.

The better way to approach these projects is to challenge yourself, your
business leaders, and your partners to actually look at—wait for it—the
business. And by business, I mean the people within the business. This
means turning your approach upside down and making the technology to fit the
business need, not making the business conform to whatever technology someone is

Start by talking to employees that use the technology investments on a daily
basis. What do they use it for? How could it improve? What is the biggest pain
of their day-to-day? These types of questions uncover true inefficiencies, or
opportunities, within the business and help uncover the most impactful problems
to solve. It uncovers trends that “big data” alone* never can and that big-box
solutions ignore by definition.

* Disclaimer: data is a great enabler when used in conjunction with execution
level context.

I know, all of this sounds great, but it’s pretty pie in the sky. The other
1,000 lb gorilla in the room is effective communication (also filed under >


Without communication, technical expertise is about as effective as eating soup
with a fork. Or decaf coffee. Or something else that doesn’t make sense.

Communication within large-scale projects should achieve three main goals:

  1. Alleviate any ambiguity on the expected outcome(s) caused by committees of
    decision makers
  2. Give a comprehensive vision to the various project owners
  3. Set expectations to both internal and external stakeholders.

Let’s start with the first goal, comprehensive vision, and work chronologically.

The 2014 ERP Report uncovered another staggering statistic: “over half (51%) of
ERP implementations experience some operational disruption”. OPERATIONAL
DISRUPTION. That’s like a government shutdown over a bill that can’t be passed.
Technical issues can cause short-term disruptions but “it is the process and
organizational issues that pose the most risk.”

These process and organizational issues are people driven and stem from
ineffective communication. I’ll take it a step further and say that these
communication issues are largely correlated with the decision-by-committee
approach that is rampant in the enterprise world. In this model, there are
multiple “stakeholders” contributing to the decision. These stakeholders all
have a myriad of their own motivations, most of which are “personal” motivations
and more often than not, go unspoken (a direct violation of goals 1 and 2
above). This leads to diluting the initial intention of creating a better
experience for your customers and/or employees while enhancing your bottom-line.

The fewer decision makers, the better. Thus, it is of paramount importance that
this decision maker(s) MUST be well-informed, especially when the decision
involves a large-scale project that affects many of their employees/customers
and can give all involved parties a comprehensive vision to share.

Finally, communicating expectations are a key part of successful projects.
Success can only be measured by the metrics we use to define “success”. Too
often, these expectations are not communicated effectively which leads to
unreasonable metrics.
Most projects often use the three benchmarks of time, budget, and feature scope.
One of these must remain variable. Perhaps the best benchmark to remain variable
in the business environment is feature scope. The majority of enterprise
projects tend to start with a firm budget and a hard deadline. Thus, it is a
reasonable outcome that the feature scope might have to be compromised to meet
those first two higher-priority criteria. It is the responsibility of your
partners to relay these expectations adequately upfront. Believe it or not, many
partners knowingly don’t set realistic expectations to avoid having difficult
conversations. This ultimately leads to hitting their clients with an endless
supply of change orders to remedy the gap in expectations, which destroys one of
the remaining benchmarks: budget. Trust me, that realization stings a lot
more after the fact.

What this all boils down to is reminding you of what you already know. Place
people at the center of your projects and communicate effectively with those
people. “Communication is key” is a cliché for a reason. Active interpersonal
communication can save time, money, and headaches. It’s time to take back
enterprise projects for the people. This is just one of the things we help
enterprises with here at Skookum.

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