Statistics maven Nate Silver, whose FiveThirtyEight blog accurately predicted the outcome of the 2012 presidental election, much to the dismay of certain partisan pundits, is predicting a Seattle Seahawks-New England Patriots matchup for Super Bowl XLVII in New Orleans on February 3. News outlets throughout the Seattle area jumped on the bandwagon Thursday, noting how Silver's accuracy in political prognostication is unparalleled. However, none seemed to mention that, earlier in the NFL season (and right after his election success), Silver was asked by RotoExperts, a Fantasy Football website, to predict the games of November 11/12. Silver got eight outcomes correct and six incorrect, including the Seahawks' victory over the New York Jets. Seems politics might be easier to predict than football.
Identify the gaps that technology can fill.
“There is more to our business than asphalt and paving,” says Lee. “We have to keep up with plant and equipment management, communications, competitors, security and environmental regulations.” Lee met with his CIO and IT directors to determine how technology was going to add value inside and outside the business. The firm developed a digital roadmap that provided clarity around the technology initiatives people were going to work on; for each, it set accountabilities, timelines and goals. They used this roadmap to manage ongoing progress and to determine whether or not the new “shiny technology objects” matched the vision and strategy. The most important initiative was to replace Lakeside’s aging enterprise resource planning system. This would require modernizing processes and technology infrastructure to support collaboration with business management across the company — a broad impact to the business. Another key initiative was improving how it estimated projects and managed customer relationships. This new system would only be successful with buy-in from the people in the field using the software.
Communicate the importance of technology to the management team.
While its employees are part of a family, Lakeside Industries is also a distributed business run by a group of autonomous regional managers who needed to believe in the vision. Lee presented the specifics of the strategy to all managers: The message was “IT can no longer be just a department.” Business and technology leaders — who rarely interfaced — had the opportunity to discuss and debate what was at stake. Their conclusion? Software isn’t a gutsy gamble or a bold bet — it’s table stakes. The result was a set of guiding principles, alignment and excitement for what’s ahead. For the first time in the company’s history, business and technology people now have harmony around a shared digital vision — working together as one to contribute to healthier profitability and improved customer relations. In the end, Lakeside Industries’ road to the future has been paved with much more than good intentions.
TIM GOGGIN is president of Sappington, a Seattle consulting firm that advises clients on digital change. Reach him at email@example.com.