5 surefire ways to bring your business objectives full circle with technology

Written by Anthony Licate

All small to mid-sized company owners want to know where their dollar is being spent when it comes to computer technology in their organization. The challenge is for them to getrepparttar information they need to makerepparttar 138008 right purchasing decisions. ‘Tell me in English why you think we need this technology in our company?’ That question goes through every company owner’s mind and mouth. Gettingrepparttar 138009 answer that makes sense to them is another story. How canrepparttar 138010 people in charge of your company understand whatrepparttar 138011 value is of specific technology if their computer support people cannot articulate why it is so important?

This guide will assist every company owner in understanding how to communicate with your technical consultant so technical recommendations are applied, understood andrepparttar 138012 full potential of technology is realized throughoutrepparttar 138013 company. After all, your technical consultant wants you to appreciate what they do. And you will not be able to appreciate it until you understand how it effectively applies to you.

Company Objectives- Understanding your company objectives is not a one way street. This information cannot be kept with upper management. Share it with your technical consultant. “Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.”

To Blink or not to Blink?

Written by Bob Cannon

Malcolm Gladwell, author of Tipping Point, has gone torepparttar Best Seller list once more with his new book Blink. I don’t want to take anything away from Malcolm because he is a proven best selling author, but how does it happen that a book about decision-making rises torepparttar 137870 status of best seller when there are dozens of other books onrepparttar 137871 subject that never seem to get much pastrepparttar 137872 list of required reading for students?

Maybe a part ofrepparttar 137873 reason forrepparttar 137874 success of this book can be found in an October 2004 report from Teradata, a division of NCR Corporation. That report proclaims that, “Business decision-making is in crisis. The overwhelming majority of respondents, more than 70 percent, say that poor decision-making is a serious problem for business. The top casualties of poor decision-making are profits, company reputation, long-term growth, employee morale, productivity and revenue.”

A decision-making book that didn’t makerepparttar 137875 Best Seller List is Why Decisions Fail, by Paul C. Nutt. In his book, Nutt explainsrepparttar 137876 magnitude ofrepparttar 137877 problem when he writes, “decisions fail half ofrepparttar 137878 time.”

If “decisions fail half ofrepparttar 137879 time,” negatively affecting profits, growth, morale, productivity and revenues,repparttar 137880 evidence would seem to indicate that interest in Decision- Making may be reachingrepparttar 137881 Tipping Point where it will becomerepparttar 137882 hot new topic in business. Just think aboutrepparttar 137883 competitive advantage an organization could gain if they could improve their success rate to even 75% while their competition was still at 50%.

There is also growing evidence that making decisions is becoming even more difficult. J. Edward Russo and Paul J. H. Schoemaker in their book Winning Decisions, point out that we are inundated with information, facing rapid change and rising uncertainty. We have few historical precedents, more frequent decisions, more important decisions, conflicting goals, more opportunities for miscommunication, fewer opportunities to correct mistakes and higher stakes. All this is contributing to even more difficult decision-making.

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