Posted by: S R Balasubramanian
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We always choose the easy way to take care of issues we face. When confronted with a problem, we wish for a readymade solution to make use of, or having successfully solved a difficult problem, we want to use this success mantra in every situation that we are faced with. We tend to pick up a solution from somewhere and try to plant it in our environment ; and I have seen this happening in many places, often with undesirable results.
The problem could be with the CIO who brings in technology solutions from his previous company or vendors that he is comfortable with. At other times it could be the user who tries to suggest the same process or systems that they had experienced with their earlier organization. We may have also to contend with the CEO who may insist on installing the environment that he is familiar with. Let me delve into such cases based on my observations and experience.
The CIO syndrome
Being the chief architect of the IT play in the organization, CIOs orientation is key to the right solution mix that the organization adopts. In many occasions he may be influenced by solutions that he had put up in his previous organization, on grounds of familiarity or from fear of treading into the unknown. He may also want to deal with the same technology vendor or service provider rather than trying new ones. I have often seen CIOs insisting on say a Microsoft solution, Oracle database or a certain ERP irrespective of what the organization already has or what suits them. They try to justify the change stating various reasons that managements don’t understand. Some CIOs also tend to replace the current consultants or service providers with those that they are familiar with explaining a close working relationship as justification even though the existing vendor could have had a good run with the organization. These cause disruption and the organization may not really benefit from such a change. Early in my career I also tried a similar trick that did not work and soon realized the folly of replicating systems. Thereafter I made a point not to carry any papers or solutions prints from my previous organization or refer to them when I made a change.
The users push
The users too may want to put their stamp on the systems they run. Why wouldn’t a HR head who had used Peoplesoft solution or a functional head who used SAP or the CFO who used a certain dashboard not insist on the same solution for his needs. This situation is not unfamiliar. I have come across situations where companies put in say a Peoplesoft package for HR, BAAN for manufacturing, or IFS solution for Plant maintenance in spite of having implemented another enterprise ERP package in the organization. CIOs sometimes feel helpless when a strong willed functional head says that it will be his choice or none. I have come across situations where business heads keep opposing measures in the steering committee just because their choice of package was overruled. In one instance I had to give in to the demand of the Sales head to introduce mobility for sales force automation (he had done so in his last outing) as he convinced and got a go-ahead from the CEO. It was clearly not a viable solution for the organization and it finally met its fate a year later and got into disuse. Users also wish to play favour to their old contacts who come to them for business and they then put their overt pressure on the CIO to act.
The CEO dictat
The boss often has his way and especially so if he claims to be IT aware. I have seen two kinds of their interference – one when he has just come from another company that used a certain solution or when his advisor or a fellow CEO from another organization recommends a particular technology or a solution. I once got into one such tense situation when the CEO almost ordered a proprietary large server at a time when standard unix systems were gaining ground. He didn’t understand that his earlier organization had installed the system many years ago and that the scene had changed since then. It took considerable convincing to shake him off his stand.
Kicking the habit
This habit obviously is not rewarding – it provides only a temporary comfort but spanks you at the end. Solutions cannot just be lifted from one place and planted at another. Each situation is different and needs a fresh look without bias. Solutions emerge as we analyze the requirements dispassionately and it is fun to explore new solutions that fit the scene better.