Lifting the lid: Why you shouldn’t be afraid to review your tech strategy

Mature companies or companies which have grown quickly inevitably develop legacy issues with their technology platforms, and we inevitably see a growing number of firms looking to rip out legacy tech and replace it.  But while there is a lot of talk around transformation with respect to artificial intelligence and data, what many companies really need to focus on is reviewing their business processes and mapping out their tech architecture, so they can fully understand what they have, what that tech is for, and whether it is properly integrated and delivering on its use case. 

This isn’t a simple task. We have seen a lot of architecture diagrams over the past five years and too many of them look like a tangle of spaghetti. Faced with this complexity, business leaders are likely to reach a point where they feel they have to just make a decision to pursue a particular course of action. 

The reality is that snap judgements, based on an incomplete view of the company’s architecture, can end up costing a fortune, can cost key people their jobs and, ultimately, still not deliver the promised benefits. 

When it comes to implementing a new tech strategy, companies need informed decision-making behind their tech selection. A good architect with deep experience of reviewing different platforms can coach the C-suite on the positive aspects of their platform, point out areas where tech can be cut back, and suggest different tools that can be introduced, potentially reducing cost while increasing adoption and usability. 

Not knowing what tech the company has in place is more common than you would think. We have seen too many rushed RFPs for tech transformations where the focus is on leveraging AI for the company’s data strategy, but where the RFP is based on only 50% of the company’s data – while the architecture that the data sits within is in urgent need of reform.  

People are still important 

For effective management of an organisation’s digital infrastructure, an in-house architect or reliable partner is invaluable, to retain control over the selection and implementation of new technologies, and to prevent that tangle of ‘spaghetti’ from developing. 

If your clients can’t access your platform because a particular API is broken and you don’t know how to fix it, the AI tool you implemented to revolutionise your data strategy is unlikely to solve the problem. Key people remain a key part of any effective tech strategy, but a part that is often overlooked. 

Companies should be aware of the importance of retaining skilled people even in a more agile environment. Too much offshoring of key functions can result in a sudden hike in the company’s cost base further down the road, when the case for restoring in-house functions is more compelling.  

Equally, pulling in lots of new tech to support your processes and make the company more agile can result in legacy challenges in future if it turns out much of the tech isn’t properly integrated, but there is nobody in-house who understands the system architecture.  

Delivering on tech strategy 

Properly mapping out your architecture is key. Be aware of what tech you have and what all of it does. Part of that process involves reviewing all of your licensing arrangements; you need to understand your digital supply chain and any potential regulatory and security issues around it. 

Mapping will inevitably identify hotspots where the resilience of your systems and operations is weak. Part of addressing those resilience problems will involve mapping the human roles within the business and understanding that while automation may improve some functions, not everything can be automated.  

Instead, some roles may need to change and retraining or new hires may be required. Where there is a business case for automation, those remits may evolve into governance or oversight roles. But the organisation will still need experts with the ability to sign off on repairs and action them when any of the tech stops working. 

Once the architecture is mapped across key tech and business functions, employee roles and any hotspots identified, the business will be in a much stronger position to start prioritizing the most urgent changes to its tech infrastructure. 

All too often, organisations are aware they have an issue with their tech infrastructure but are reluctant to open this Pandora’s box. However, for meaningful change, it is sometimes necessary to lift the lid, assess taking action is sometimes necessary, assess where the priorities lie, and committing to fixing some of the issues hidden inside hidden issues. And remembering this is hard to fix so will need that extra support and it could take a little longer. Don’t be afraid to lift the lid—you may find opportunities to innovate and grow.

Ready to elevate your business with tailored solutions? Contact Mark Weller at Mark.Weller@ecmanagedsolutions.com to explore how we can support your growth and transformation.