Does your Technology Pillar Position You to Achieve?

Challenges in Balancing People, Process, and Technology – Part 3

The critical need for successful Technology, which always seems to be on the precipice of failure, might well be the most fascinating paradox of the three Pillars. While a successful Technology strategy can be a major differentiator, it can also completely paralyze an organization and it’s ability to operate.

Organizations have many choices to make with respect to Technology. This includes not only the hardware and software to be utilized, but also the standards, governance, and principles that will guide an organization in making use of its Technology. Complicating factors include the rapid rate of change and evolution of the technology industry as well as an expansion in the number of people with diverse technical skills.
[ Full Story –, William Gardner, Feb 17, 2015 ]

Is your Process Pillar Aligned for Success?

Challenges in Balancing People, Process, and Technology – Part 2:

Isn’t Process supposed to make our work and tasks easier and more predictable (repeatable)? Sure, it should be an enabler and yet can easily become a disaster. Too many companies rely on Process to its detriment in trying to solve complex problems. While Process is supposed to minimize mistakes and omissions, improve quality of work products, and ensure consistency of execution, it can also cripple an organization and result in progress grinding to a halt.

The application of Process and methodology has become a core behavior in solving problems, based on decades of use and evolution. But this evolution isn’t without its pitfalls. While advances have been made, we remain burdened with projects that have unacceptably high costs, riskiness, and lengthy time-to-market. It is time to take a closer look at how we got to this point and why some evolution is just not natural.

[ Full Story – – William Gardner – Feb 4, 2015 ]

Is Your People Pillar Structurally Sound?

Challenges in Balancing People, Process and Technology – Part 1:

There must be a critical flaw in the implementation of People, Process and Technology. If not, why are there so many projects that fail or fall short of objectives? Projects are more expensive, the rate of failure is concerning, and the timeliness of delivery is generally unacceptable. Is this why the perception of IT is so negative these days? Perhaps the problem is isolated to just one of these pillars, or maybe it persists across all three. Or possibly, the problem lies in the balance within and between these Pillars.

Regardless, it bothers me to think that despite the numerous advances in all three areas, it still pains organizations to work on projects due to the unnecessarily high cost, riskiness, or slow time-to-market. I believe the topic warrants a closer look, starting with the People Pillar.

[ Full Story – – William Gardner, Jan 2015]

BI Today: Who is enabled?

Recently, I posted my theory that current Business Intelligence (BI) solutions are lacking a key element: enablement of business users to fully address BI and the data management stack. (Click here for article).

While there is always a need to focus on the elements of People, Process, and Technology to address the current woes in IT tools and solutions, I think our attention today should focus on the Do-It-Yourself (DIY) behavioral model that has propelled Microsoft Excel and Google Sheets to mass appeal – a group of users that need “enablement tools.”

But what does this really mean and how do we achieve it? Rather than posit theories and definitions, I’d like to share a personal example.


[ Full Story – – William Gardner, Jan 2015 ]

Contradictions in BI?

Over the past few weeks I have read several posts and Tweets covering a number of ideas regarding business intelligence (BI), many of which seemed to contradict each other. For example, one article claimed BI will solve business challenges simply by installing a BI tool on top of data, while another claimed BI solutions require a new process and skilled people to analyze and interpret the data regardless of BI tool. A third article claimed the ability to automate the generation of analytical information via BI tools, while a fourth identified various challenges in managing the quality of the input data and relationships thus making automation impossible. To complicate this further, additional articles challenged the use of Excel as a BI tool while others defended it.

[ Full Story – – by William Gardner – January 7, 2014 ]