Could your new superstar software developer already be on payroll? The cloud-enabled, low-code/no-code platforms your business uses every day make it increasingly likely. People are natural problem solvers. They know the kinks in their workflows, the inefficiencies in their processes. Most of your employees may not know how to write code, but if you give them intuitive, visual process-driven development tools, they will put them to work. It will be a boon to your business, but only if you make the necessary investment.
Does the technology your company runs on adequately support your people? How can you tell? If your tech platform needs to be reinforced, where do you start? This white paper provides a people-first roadmap toward solid business technology that works as hard as you do. After reading it, you will have the formula for how to create, care for and feed your human-centric technology platform.
The fact is 93% of associations use membership management software, but is it meeting their needs? Or does it have so many manual processes, band-aids and add-ons that it looks like Frankenstein’s monster? Your Association Management System (AMS) is the lifeblood of your organization. How do you evaluate its ability to nourish and sustain all the different body parts?…
Your processes give people direction. They orchestrate daily activities. Without them, workers would just flail away hoping for a win. Think of business processes as channels for your work force. No, not your “workforce” like the generic term for your stable of employees. We’re talking about your Work Force, the people power and energy your company runs on. The raw potential, vigor and vital impetus humans bring to their work every day. Your processes should direct that energy along the most effective paths to achieving company goals.
The simple fact that technology is always evolving often casts IT in the role of principal change agent within a company. That can rub other departments the wrong way. People may perceive tech leaders as implementing change for the sake of change, or worse yet, change for the sake of technology.
Too often, when CIOs attempt to focus on using IT to optimize business costs, stakeholders see it as a defensive move. You’ll hear the heads of other business units mutter, “IT can’t find enough money to cut in its own budget, so they’re coming after ours.”