4 Pitfalls for Wireless Technology Executives and Managers

August 23, 2016


Whether you hold the title of IT Manager, Telecom Manager, IT Director, or even CIO, you’re tasked with managing all or some of the organization’s technology environment. The responsibility and accountability of the success or failure of the wireless technology platform lies in your hands. Too often, Executives and Managers make decisions that result in stagnant IT environments that can fall behind more progressive competitors. Here are four reasons that can leave your organization in the dust.

  1. Too focused on staying within budget

It is common for those in IT Management roles to be hyper-focused on staying within budget.  Not that staying under budget is a bad thing; however, organizations that view this as the key performance indicator for their IT Managers are often creating an environment of stagnation. Budgets create a false sense of security for IT departments and can create a road block for new technologies and ideas. Innovation often adds tremendous value, yet rarely fits neatly into the current budget. Traditional methods for creating budgets include looking at previous spend and relying on minor adjustments based on known factors. However, things change and technologies improve over time. If an organization is overpaying for wireless products and services, this approach will not address the problem.

  1. Fear of exposing what’s under the carpet

IT Managers fear exposing potential inefficiencies that exist within the environment they manage. Maintaining the status quo and refusing to consider any new technology or service is an easy way to hide. But pulling back that carpet and exposing every potential productivity threat within a wireless ecosystem is exactly what managers and executives should do to keep an organization moving forward.

  1. Fear of Change

Change is scary for most people. It involves extra effort and presents many opportunities to fail. It threatens the comfortable environment that many technology managers create and introduces risk. However, change is inevitable and necessary to stay ahead of competitors. IT organizations that perform at a high level seek out opportunities for change rather than run from them. If organizations allow silos to form while also allowing fearful managers to vet opportunities to improve efficiencies, CIO’s are unintentionally creating stagnation.

  1. Fear of losing power and control

Maintaining control is important to most people.  Many technologies are tightly managed offering few outsiders the opportunity to look behind the curtain. Improvements such as inventory management and automation are designed to distribute visibility and improve productivity throughout an organization. For example, newer platforms offer employees the ability to manage their own cell phone usage, automate cost allocation and analyze and distribute reports throughout the organization. Distributing the workload in this way is scary because it shakes the illusion of control that some managers maintain. A big fear is of losing their direct reports as a result of additional automation. Some believe that having control over the management of people means more power and more job security, theoretically.  Presenting these solutions to executives threatens the power and controls many technology managers have fought hard to develop.

Executives are challenged with having multiple priorities and little time to explore new ideas.  By solely relying on those in the trenches to uncover new solutions and to present them with new technologies, executives risk myopic thinking and underdeveloped organizations. Vetting new solutions may feel like a drain on valuable assets such as resources and time. However, the role of discovering new technologies to improve productivity, reduce costs and increase visibility of their enterprise technology spend is evolving as one of the most important for a CIO and CFO. Companies that stay ahead of their competition view operational efficiency as a key performance indicator for the organization and the executive who brings in new ideas. By minimizing the importance of the evolution of technology lifecycle management, IT managers and CIO’s become laggards in a space that requires visionaries and early adopters. Technology is like a snow ball. It continues to evolve and expand at high speeds. Late adopters can easily fall two to three technology cycles behind if they don’t hurry and catch up.

 

 

Meet our management team

Audrey Bio image

Prior to joining vCom, Audrey was the Chief Marketing Officer of Energy Recovery Inc (NASDAQ: ERII) from 2012-2015 and its VP of Marketing, joining the company as a small start-up organization in 2005. During her tenure, she led the global marketing strategies, built a disruptive global brand by growing revenue 5-fold from $10M to $50M, increased market share from 20% to 90% and completed an IPO. Audrey positioned the company for further growth by uncovering new applications – taking the company from $50M to $5B worth of addressable markets. She has championed product development in cross-functional teams with R&D, engineering and production to successfully launch new products globally.

As a result of building a strong brand, communications and culture, her work received 4 global industry awards in single year by Institute of Engineering and Innovation (IET). She was also recognized as an Innovation Finalist of the Year. Audrey served as a Board member of a non-profit, developed and promoted STEM programs and led philanthropic efforts for low-income families. She holds an MBA from Pepperdine University and a bachelor’s degree in Social Sciences from Michigan State University.

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