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Well, today on our Tech for Business podcast, Kyle, our president and CEO, is joining us

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to discuss questions business leaders should be asking their IT.

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And I'm going to start us off not with the list that I gave you, but why are these conversations

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important?

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Why should business leaders even sit down with their IT departments?

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It's important for them to sit down aerial just to really understand how technology has

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changed over the course of time.

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And is everybody aware technology is on a rapid change and always continuously evolves

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much at a much faster pace than many are aware of.

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And there are continuously new ways that technology can assist the business in automation and

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allow them to have their workers and their staff to leverage that automation and direct

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their energy elsewhere.

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And I think it's important to sit down with the IT and their partners that they work with

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to ask the questions, are we doing this the most effective way and are we effectively

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making use of the new technology that is available to us?

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Definitely.

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Awesome.

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So I came up with a few questions today and feel free to say, yes, this is a good one,

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no it's not.

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But the first one I have is about just overall planning.

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What are current and future technology needs of our organization?

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And I was hoping instead of answering that question, could you maybe explain why that

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conversation is important?

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Sure.

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And as we opened up and started this conversation side of it, it is so, you know, it's a great

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deal.

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So critically important to look and ask those questions of are we using technology to us,

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to the fullest potential that we can?

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Can we automate certain things?

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Things like artificial intelligence, AI is being, you know, definitely a very popular

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topic in today's world side of that, which has, you know, tremendous capabilities of

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introducing a lot of augmentation to a business process and allowing your staff and productivity

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to use their energy and other, you know, probably customer facing or service facing ways.

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That's a great example of it.

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There's other ways of business intelligence data reporting, things that people are doing

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manually.

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It's just asking those questions and doing a deeper evaluation and taking a step back

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from the business and looking at those processes you're doing, the steps people are taking,

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how you're delivering the data and the assets to whoever you're delivering those services

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to, and can technology help us in some way?

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In many cases, you find a lot of organizations are, you know, we do it this way because we've

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always done it this way.

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And that's, you know, why it works.

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It may not be, you know, leveraging technology to its fullest, which means you're not getting

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the best return on your investment from that, or you're missing a potential small investment

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relatively speaking to the net return it could give you.

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And that's why I think it's critically important to take a closer look at that.

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Definitely.

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And my second question is kind of on that same vein, talking about what is the roadmap

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for that technology implementation.

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But then I kind of a second part about, you know, you talked about AI and automation,

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an important conversation with between business leaders and IT might be who's responsible

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when it comes to choosing those tools or implementing those upgrades.

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And what does that kind of mean to you?

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And why would that conversation be important?

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Yeah, I think the who's responsible is important because I think it allows for, I think the

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organizational leaders got to get together and understand each other.

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And again, it's easy, I think to, you know, be deep in the woods and not see the forest

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for the trees when you're doing your daily job.

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You know, to take to work, you know, on the business side of that is as leaders and allow,

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you know, the IT side of it with the business side to come together and have a conversation

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to assess that I think is critically important.

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So I think it's a joint effort, it needs to be because from, you know, an IT leader standpoint,

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he's focused on the deliverable, he or she is going to be focused on the deliverable

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of the technology as they've been requested, typically, you know, so they're trying to

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maintain a service level and those other sides of it.

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And they may be doing a very good job of that.

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Meanwhile, the business side of it and the business leaders may be, you know, continuously

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trying to use the technology as they've always used it, but then they may not understand

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that there is new technologies that could benefit when you look at a process.

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So best way to kind of speak for an example, when you see people that are exporting from

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an ERP or an accounting system and then bringing it into Excel and then massaging the data

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and then creating the reports and then emailing those reports to department leaders to make

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a critical business decision or are we profitable as this product working, are we delivering

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the core services to the individuals we're trying to serve?

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Maybe that process takes, you know, two, three, four days to make that happen side of that.

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So you have a critical time delta that gets introduced, bringing something like that into

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BI and then maybe AI to do the processing, bring that into ours where it's almost instantaneous

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or it's immediately just digested and presented to you and even the AI is highlighting immediately

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areas of focus, you know, so that kind of quick side of it now just freed up, you know,

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days of people's time to do other things.

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But that doesn't happen unless there's a conversation and you understand, hey, wait a minute, do

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you know we could potentially help you here and then we could do those things?

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So that's, I think it's responsible, responsibility of all the leadership just to get together

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and stop and ask, is this the best way to do it?

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Yeah.

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And do a little brainstorming session ultimately.

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And I don't think it's a weekly thing, of course, but it's something that at least annually

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should be an exercise just to say, is this the best way?

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Yeah, definitely.

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So my questions have kind of been focused around this high level planning.

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But when we talk more about the day to day, especially when it comes to security and privacy,

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and I know that you mentioned earlier, incident response, are those conversations things that

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business leaders should be involved in and why or why not?

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Yeah, I think in today's world, obviously, nobody's got the ability to say they're above

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the risk of cybersecurity and what that can present to a business.

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And many business leaders are losing sleep over the fear of what would happen if we have

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an incident.

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And others, I think that are not understanding the criticality that it could be, is the other

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side of the coin.

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And I think it's important to ask and go through that exercise of what would happen if we had

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an incident and actually doing tabletop exercises, walking through the answer response, understanding

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the full impact to the organization, because there are just so many components that come

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into it.

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If the unfortunate day were to come, having a plan and having that plan of action side

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of that and realizing how it affects all parts of your organization is just so critical to

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the success of how the organization moves forward.

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And just like anything else, the planning is so paramount to that.

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In many cases, you don't know what you don't know.

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And I think assumptions are extremely dangerous.

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There's the assumption, well, we have backups we can recover.

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Well, that's only a very small percent of it.

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The other side of it is the reality of how long it actually takes that you really, you're

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not talking hours in many cases and answer responses, two plus weeks or more to get through

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that side of it.

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What does your organization do for weeks without access or how do they get access to some limited

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amount of data?

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The core functions you need to provide, all those discussions really need to be understood

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organizationally.

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Because again, as you get to each department, their view tends to be very limited to their

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scope of responsibility.

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And you need to kind of bring all those minds together to really paint the whole picture.

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Because without that, it can be very painful to discover at the point of problem.

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And that's what we want to avoid is making that discovery at that time.

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And if you do that, it'll pay tremendous dividends to really understand what you need from that

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digital information side of it to continue to provide and move forward.

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And then ultimately, you can secure it even better.

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Because then you can also use that exercise to say, okay, this is our critical point.

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Why do we do to reduce the minimize the risk of that and turn that not from weeks to maybe

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hours?

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What can we do if this is ultimately the most critical asset we need to ensure we deliver

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upon?

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You can take some other actions on it.

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But again, it only becomes clear when you come together.

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You can.

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It's too painful to discover elsewhere.

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I think it's very dangerous on that.

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Yeah, oh man, especially when it comes to that security.

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I loved when you mentioned kind of bringing all of these people at the table.

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So even though our conversation focuses a lot on like business leaders and IT, there

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are plenty of people at this table.

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And my next question kind of focuses at the end of the year when you're talking about

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reflecting and measuring that value and the impact of technology.

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Why might that conversation be important?

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And why should all these people be at the table for that conversation?

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Yeah, again, it's a similar discussion in the way that you're trying to understand of

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how technology is being utilized within the organization side of that.

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And it touches many people in many different ways.

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And it's really finding the ways to measure the productivity impact of that technology

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to say this is providing essentially this ROI saving X amount of time versus the way

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we used to manually do it.

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You know, people have always kind of understood that technology helps, but it's trying to

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create the measurements of how much it's helping and can it help more?

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So then you can measure then that return in their investment side of it for how you continue

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to leverage new technologies and new ways of doing it and help to have people understand

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the change impact that that could bring along as well.

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Because traditionally when you approach and say, hey, we have this new technology.

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So for example, the IT later may come in and say, I found this new AI application.

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I think it's the greatest thing ever.

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I want the organization to use it.

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But without the support of their other leaders, department heads and the users of those applications,

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that change can meet a tremendous amount of resistance.

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People don't like change traditionally.

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And they tend to resist it, even though it ultimately could help them.

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So the more you bring them to the table and they understand the benefit of it and they're

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part of that decision process and they're helping with the implementation of it and

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you have those champions, it can ultimately, I think, speed up that adoption and then you

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get their clear results and the return on it.

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So that's again why it's important to bring everybody together, understand the challenges,

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understand how they're using the technology, understand where there may be an efficiency

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challenges in other areas, informational gaps, information delays.

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All those places are clues that there's gaps that can be closed with technology.

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And have those conversations, get those leaders involved that are non-IT, get them on that

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part of the side of it so that you can have that champions internally to say, this is

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a good thing.

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This is going to make our lives better.

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This will free us up to do some of these other things we've wanted to do, but can't.

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Love it.

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I love it.

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And you kind of answered my last question in all of that and business leaders asking

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their IT department what other support they need.

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And I think you answered it perfectly.

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Yeah.

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Yeah, they're all related.

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I mean, they all kind of come together, but it is, there is a theme here and it's really

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just about that it isn't IT driving the technology.

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IT is a partner in it and whoever is leading your IT and your organization, whether it's

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a smaller organization where it has an executive with a partner or you have an IT leader in

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the organization, whoever that may be, they need to be just a seat at the table with the

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rest of the business to really leverage it.

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The IT department or there's an operational support, absolutely, of just maintaining what

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you have and ensuring the service levels of it.

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But then there's the other side of it of how technology is actually working for the business.

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And that is really where the rubber meets the road on, are you getting an ROI on technology?

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And the companies we work with that truly see technology as an asset and it's helping

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them deliver their services and products to their ultimate consumers of those in a much

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better way are the ones that continuously reinvest into it because there is a measured

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ROI.

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There's a return of productivity and which helps the overall organization obviously thrive

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better and maybe differentiate themselves in how they're delivering it and are the ones

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that leverage it the best.

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If you look at it as purely an expense and you never want to reassess it, you're probably

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not going to be as happy, which again, it's kind of self-fulfilling prophecy.

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You never do anything with it.

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You just view it as a cost.

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It's going to be that.

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It's not going to ever manifest itself in anything further than that.

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Yeah.

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Well, thank you so much.

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To close this out, I want to ask you one more question.

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And that's, if business leaders have never sat down at their IT department, how might

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they bridge that gap and how often should these conversations happen?

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Yeah, I can't mention it really.

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I do it at least once a year, but I would just approach them as a business leader, whoever

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your IT side just say, I'd like to just sit down and discuss how we're using technology

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in the business.

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It may be a starting point and whether or not you bring your other department heads together

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and start talking through how you're using technology, what processes are you using through

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those?

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You can bring a partner in such as CIT, some of that, maybe to help orchestrate that or

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lead that discussion for you, to build some leading questions, to start asking people.

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Just some tabletop exercises like that can be very powerful to have people start to realize

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going, oh yeah, well, yeah, we do use it this way.

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Because again, it's very habitual.

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People get used to, we save the files to this file share and then they pull the file and

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go through.

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You don't think anything of it at some point, but when you have a fresh perspective and that

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sometimes where it's good to bring in an outside person, and somebody may ask the question,

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what isn't that?

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What are you doing with that information?

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Well, it gives us our sales commission, so that our sales people know what product to

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sell, go through it.

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Is that efficient for you?

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How fast do you need that?

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Would you need it faster?

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Well, yeah, if we did it a little faster, I'd give us this benefit.

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Okay, have you looked at any technologies to do that?

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All these things can be kind of discovered through just some conversations.

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And I think if I would advocate that to you as a, if you're a CEO, ask your departments

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to maybe take an inventory of how they're using the technology systems, where they're

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saving files, how they're accessing files, what data they're using, what key systems

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they need, and log into on a daily basis, just to get some discovery as to what exactly

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are they doing with these things, because it can be very, you know, many people have

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used these for now for many, many years, and it's just habitual, again, habitual thing.

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People don't think about it, but it's good to get an inventory of it.

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That also feeds in and gives you information that's required for that cybersecurity and

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that recovery too.

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So there's a lot of information, really understanding what your key applications and key information

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leads into that discussion as well.

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So it'd be very good use of everybody's valuable time to really take inventory of that.

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And then you would not only identify and help with recovery and incident response, but you

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ultimately can maybe discover ways you can improve.

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Yeah, definitely.

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Well, thank you.

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Thank you so much, Kyle, for joining us today.

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Thanks.

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If you enjoyed this podcast, like, subscribe.

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If you have a topic, reach out to us at info at cIT-net.com or head out to cIT-net.com

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slash podcast.

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Thanks so much.

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Thanks.