For 20+ years, DGG has really been in the business of changing the way our customers think about business, accounting, and ERP software. Changing the way you think about business software and technology can make you a lot of money. I’m thinking that perhaps we should have been talking about this for a long time.
Why? Our customers know that we’re different because we’re deep in both business and technology. Being deep in business changes (or should change) the way you think about software and technology in general. Using technology in business is like using a car.
The car is the hardware and infrastructure. The cables and racks and servers and operating systems (for example, Windows Server or Linux). Information Technology (IT) professionals spend a great deal of their time keeping the car working and tuning it up. I was talking to a customer’s IT support a week or so ago. He was lamenting the fact that the previous support person didn’t have individual servers for each piece of software: email on one server, web services on another, and accounting software on yet another. From an infrastructure standpoint, I completely agree with his objective. But polishing and tuning up the car doesn’t get you anywhere. Having the car (or server) running well is a precondition or prerequisite for everything else.
The gas is the application software. I’m not thinking about server software: SQL, email, etc. I’m thinking about Word, Excel, accounting, and business operations software. In order to go anywhere (in business or in a car) you need gas. This is the place many businesses (and IT departments) fall flat. They have new hardware on which they spend thousands of dollars with software that’s 20 years old. Old gas is bad for engines; old software can be equally bad for companies.
The result of old software is that businesses begin to think in terms of the software capability they have. Twenty years ago, we were happy that software worked and was stable. If we started the day with 10 in inventory, invoiced 2, and the computer said we h ad 8 left, we were ecstatic. Today, we expect the features we thought were whiz-bang in 1992. A car with 1992 gas sputters along, wheezing–if it runs at all. A business just creates a huge amount of work and “fights” its software by using Excel, ACCESS, and other tools to do the heavy lifting.
Finally, there’s the driver training. Anyone who’s taught a 15-year-old to drive knows that without training, the best place for the car and the gas is in the garage. Without proper training, you can hurt yourself.
And here’s where the analogy of the car vs. business technology breaks down. If your car doesn’t run, you don’t have gas, or you can’t drive, you find out pretty quickly. You wind up walking, pushing, or having a heart-to-heart conversation with a telephone pole or police officer. If your business technology isn’t optimal, you can run for a long time (harder, with more difficulty) without realizing it.
I’ve seen businesses run into the ground because they didn’t use the right software or didn’t use software right.