The Execution of Technology

Perfect execution of technology initiatives and an equally thoughtful effort in the creation of the corresponding business value propositions associated with the execution are the two most important goals an individual or a corporation can have when unlocking the power of an implementation initiative. As a rule of thumb for most corporations, cutting-edge technology deployed in open business environments is a recipe for disaster.

The execution has to do with the level of customer service that is both measured and perceived. Incidentally, lower levels of customer service sometimes established under SLAs never work or are always found unsatisfactory in the long run. Customer feedback (scorecards), the use of constantly monitored feedback mechanisms (dashboards) generated from the system, and employee feedback from those actually doing the work (project review and evaluation discussions) become the cornerstones of good execution and support of major and new technology.

The bottom line on the execution of technology speaks volumes over and over again that nothing less than consistent 100 percent perfection is the only acceptable way to view the development and deployment of technology. Short of this performance, almost anything can be questioned, be put down, or otherwise fall short of expectations from the user's perception. Interestingly enough, the senior executives who have grown up in an era of some of the first-and second-generation technology deployments find it toughest to bring this level of performance to the foreground and hold company performances to nothing short of perfection. Secondly, this expectation level is also required in reality as we evolve the "real-time business" because, again, a true "real-time business" has no tolerance or latitude for systems that fail, as the majority of system elements are dependent upon 100 percent uptime.