Today the use of technology is universal; however, the amount of data it produces and consumes, the difficulty it generates and the lifetime of the potential is much complex. The use of systems is growing day by day, and often it seems that the process of developing such systems or software is out of control.
Implementing advanced technologies and solutions without proper product discovery roadmap may appear like a scary task as you must have read in our previous article, but the value of those technologies and solutions really adds up to the good longstanding trio of People, Processes and Technology. There have been many debates over these three elements of this model. Some believe that all three elements are equally important and some believe that “People” is the most important piece of this strategy. It completely depends on what enterprise is looking for –
- “PEOPLE” are the foundation. They are the surface and origin of the Knowledge Management, source of knowledge and actors for the next levels.
- “PROCESSES” are the elements that are carried out by people (who develop) with their knowledge.
- “TECHNOLOGY” streamlines people and processes to develop and accomplish the desired output
Let’s look at the details of each element, how companies identify each element and how they work individually and with each other.
The most important asset any company has is its people – whether they are their employees or customers. For processes and technologies to work harmoniously, there must be people behind them – the right people with industry knowledge, relevant experience and appropriate skills.
Each enterprise needs to consider all its stakeholders when it comes to implementation – stakeholders who can provide support during and after the deployment cycle. Sometimes top-level executives or departments make decisions without communicating to other team members who might get affected by those decisions. When implementing new processes and technology, at times the top-level management fails to explain why the change happens and how it affects other members. This might result in confusion and frustration while employees struggle to adopt the change.
Thus, it is always important to get the senior management to take over the situation before even starting the implementation process.
Once the right set of people are defined for the process, there need to be actions taken to accomplish the desired outcomes during and after the implementation/change to bring people together and make it a huge collaborative success.
Enterprises should initiate this by defining high-level activities, then break-down the details and analyze differences, dependencies, exemptions and look for supporting processes. The three important questions an analyst should ask during this decision-making process are:
- Are we going on the right track?
- Are we impacted by new technologies?
- How do we detect and respond to security parameters?
- How do our key stakeholders respond to these new processes?
- Do they know how to solve problems using new systems?
- Are the processes documented and notable?
Then turn back to the people element, and make sure all the owners or stakeholders are aware of and understand the newly introduced processes. They must know about their roles and responsibilities during the implementation, support and resolution and problem solving even after the deployment process.
In case if any change happens, it might come in handy to increase the training material for using the new system and modifying specific roles of employees.
The technology aspect of this trio should be affirmed after “People” and “Processes” are both firmly in place. Enterprise should not make the mistake of buying new software or tools, and then try to adjust the people and processes around it.
The goal of every initiative taken by organizations should define a “to-be” environment by primarily making people and processes more well-organized within the organization and then hand over them the tools and modern technologies to make them more effective.
“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.” – Bill Gates
As and how enterprises become more reliant on technology, well-defined processes and procedures, they should remember: Technology alone cannot solve all the problems. However, if used properly, and in combination with clearly expressed objectives, well-defined processes, and expert trained people, it can deliver valuable results.
This “Golden Triangle – People, Process and Technology” needs to work harmoniously in order to deliver successful results. Enterprises must follow the golden rule (Make people and processes well-organized, then invest in the technology) to make their organizational activities more effective.
For instance, at Cygnet Infotech, our agile methodology and efficient implementation services ensure that the solutions we develop lend maximum value to our clients. We have delivered an array of projects using an out-of-the-box approach coupled with best practices where we strictly adhere to the highest level of compliances while understanding the client’s objectives right from deployment to preparing for future enhancements.
Cygnet worked with a leader in the logistics and warehouse domain decided to create a product to digitize warehouse management. The client needed a reliable development partner with the domain expertise to design a robust mobile application.
Cygnet delivered comprehensive mobile development services to develop an Enterprise Mobile Application for a South African warehouse unit of the Automobile Giant. The app was installed in specialized Android-based Honeywell’s CN51 Handheld Devices. The Warehouse Management Software (WMS) was developed for two kinds of users “Checkers” and “Supervisors” with usage and access authority allotted according to the inbound and outbound processes of the Automobile Industry and the work culture of the African continent. The enterprise mobile app had 11 modules that Digitized the whole Inbound and Outbound Process. Following were the modules that enabled secure and efficient Inventory Management: Each checker and Supervisor had their own unique device with the application installed on it. And each checker and supervisor had their own unique login credentials.
In another instance, Cygnet partnered with a premier client focused on manufacturing and supplying complete lift systems and components; manufacturing electronics, mechanical and energy efficient valve blocks, single and multi-stage telescopic cylinders, car frames, cabins, safety catches for passengers and cargo elevators.
Being a pioneer in customer service, they required a role-based mobile application for end-users and technicians; and a desktop application for the supervisor to manage the value input by the technicians. Client also required IoT integration for some of the elevators in Germany.
Cygnet helped in developing innovative application for elevator maintenance which was connected to the Micro-Controller Board using Bluetooth and USB. The desktop application was handled by the supervisor to assign tasks to technicians according to locations, whereas end-users could raise a request for elevator maintenance.
Both these instances highlight how crucial it is to have people, processes, and technology work harmoniously with each other while supporting the client’s needs.
That’s why if you are in search of a partner who can help you achieve your goals successfully and generate a great return on investments, you need to get in touch with our dedicated technology consultants at Cygnet Infotech at +1-609-245-0971 or firstname.lastname@example.org.