Paula Williams

The Opportunity

Software today is like antibiotics in the 1930s.  They solve some pretty dramatic problems, and do it very well.  How they work is a mystery to a lot of people, and the results in some cases are indisputable and almost miraculous. I wouldn’t dream of doing my taxes or building a spreadsheet without software.  I also wouldn’t dream of writing this article without word processing software.  But if you listen to the software salespeople, you can spend a few thousand dollars, buy something off the shelf, and your business will instantly become a harmonious, productive place to work that churns out perfect products, has harmonious relationships with customers who can’t buy enough stuff or say enough nice things about you.  This software will also make you breakfast every morning, make sure your kids are doing well in school, and improve your relationship with your spouse.
And the worst part is that software is so advanced these days that separating the truth from the baloney can be difficult.

The Solution

The truth, when the rose- colored glasses come off, is that software is very good at doing many tasks.   You can improve your productivity exponentially in certain tasks by using the right software.   On the other hand, there are many businesses who have invested millions of dollars in software that is unsuited to the task it’s being used for.  They either quit using it in frustration, or install and use only a tiny fraction of what it’s capable of (and what they’ve paid for.)

So, how what do you say to the smiling salesperson who’s just given you a presentation that blows your socks off?

Don’t make hasty decisions.

As in any purchase, make sure you take the time to distance yourself from the emotional buying response.  Evaluate your needs and problems honestly, and map your needs to the software’s features or benefits one by one.

Know what the problem is before you try to solve it. This is probably the most useful line in this article.  Don’t spend money on anything until you’re crystal clear on what the problem is or what improvement you’re wanting to make.

Workflow automation

If you’re hoping that the software will speed up or eliminate a step in your workflow, start by understanding the workflow.   Create a flowchart of your business process, like the one below.  Understand the inputs and outputs to each step in the process.  You may find out that the hang- up is not what you think it is.
We had consulted with a business owner who was spending a lot of time on the phone and a lot of time solving inventory and shipping problems. He initially thought that software alone would solve his problems. By mapping out his processes, he saw that he really needed to clarify his processes first.  We spent a lot of time mapping out the process, and determined that much of the confusion was happening before products even got to his location. His agents were sending large shipments that included goods for clients, goods for his stores, and goods for future use in inventory.

By concentrating on the red areas of the process map, our business owner could see that one section was inordinately complex.  If he could place a code on inventory before it was shipped by his agents, his employees at his airport warehouse would have a much easier time determining which merchandise was destined for a client so those orders could be set aside and rushed.

Does our friend the store owner still need new inventory control  software?   Probably.  But he now knows that one of the requirements for this software is that it has to integrate with codes that can be placed by his suppliers and agents.
He also knows that software is only part of the solution – he also needs to create procedures for his store managers and warehouse employees so that they understand how to use the codes.  If the inventory software he buys doesn’t communicate to all of the players in the process (the Agent, the Airport Warehouse employees, the Store Managers and Clients)  and  integrate with other systems and track packages all the way through the supply chain, it won’t meet his needs and keep clients happy and keep his phone from ringing with routine questions and inventory and shipping tasks.

Conclusion

The advances in technology have brought us to a new level of convenience and efficiency in information handling. They have also brought us more distractions and more obstacles to spending focused time on important tasks and relationships. By examining our needs, selecting the right devices, and placing some limits on their use, we can have the benefits without turning these powerful little tools into a means of confusing ourselves more efficiently.