This article was originally published in NTEN Change Magazine in June of 2015.
What kind of challenge does your organization have supporting technology? Below are several scenarios to choose from:
- Little or no tech staff or tech leadership: We buy inexpensive computers and software and rely on consultants to set it up.
- Our IT support is outsourced: there is no technology plan or any staff training.
- We have a tech on staff who does their best to keep things running: no staff training, no technology planning.
- We have a tech on staff and an IT Director, but no technology plan: IT is swamped and not very helpful.
- We have staff and IT leadership, but strategic plans are often trumped by budget crises. Training is minimal.
- IT Staff, Leadership, budget, and a technology plan, but executive support is minimal. IT projects succeed or fail based on the willingness of the departmental managers to work with IT.
What do all of these scenarios have in common? A lack of a functional technology plan, little or no staff training, and/or no shared accountability for technology in the organization. While it’s likely that the technical skills required in order to successfully perform a job are listed in the job descriptions, the successful integration of technology literacy into organizational culture requires much more than that. Here are some key enabling steps:
Technology Planning: If you have a technology plan, it might not do more than identify the key software and hardware projects planned. Technology planning is about much more than what you want to do. A thorough plan addresses the “who,” the “why,” and the “how” you’re going to do things:
- A mission statement for the technology plan that ties directly to your organizational mission. For a workforce development agency, the tech mission might be to “deploy technology that streamlines the processes involved in training, tracking, and placing clients while strategically supporting administration, development, and communications”.
- A RACI matrix outlining who supports what technology. This isn’t just a list of IT staff duties, but a roadmap of where expertise lies throughout the organization and how staff are expected to share it.
- A “Where we are” assessment that points out the strengths, weaknesses, threats, and opportunities in your current technology environment.
- A “Where we need to go” section that outlines your three to five year technology vision. This section should be focused on what the technology is intended to accomplish, as opposed to which particular applications you plan to buy. For example, moving to internal social media for intra-organization communication and knowledge management” is more informational than “purchase Yammer.“
- Finally, a more technical outline of what you plan to deploy and when, with a big disclaimer saying that this plan will change as needs are reassessed and opportunities arise.
Training: Training staff is critical to recouping your investments in technology. If you do a big implementation of a CRM or ERP system, then you want your staff to make full use of that technology. If you’re large enough to warrant it (50+ staff), hire an in-house trainer, who also plays a key role in implementing new systems. This investment will offset significant productivity losses.
Smaller orgs can make use of online resources like Khan Academy and Lynda.com, as well as the consultants and vendors who install new systems. And technology training should be part of the onboarding process for new hires, even if the trainers are just knowledgeable staff.
In resource-strapped environments, training can be a hard sell. Everybody likes the idea, but nobody wants to prioritize it. It’s up to the CEO and management to lead by policy and example – promote the training, show up at the training, and set the expectation that training is a valued use of staff time.
Organizational Buy-in: Don’t make critical technology decisions in a vacuum. When evaluating new software, invite everyone to the demos and include staff in every step of the decision-making process, from surveying them on their needs before you start defining your requirements to including staff who will be using the systems in the evaluation group. When staff have input into the decision, they are naturally more open to, and accountable for, healthy use of the system.
Executive Sponsorship: With technology clearly prioritized and planned for, the last barrier is technophobia, and that’s more widespread than the common cold in nonprofits. Truly changing the culture means changing deep-rooted attitudes. This type of change has to start at the top and be modeled by the executives.
True story: At Salesforce.com, every new employee is shown the “Chatter” messaging tool and told to set up a profile. If a new user neglects to upload a photo, they will shortly find a comment in their Chatter feed fromMarc Benioff, the CEO of Salesforce, saying, simply, “Nice Photo”. That’s the CEO’s way of letting new staff know that use of Chatter is expected, and the CEO uses it, too.
Play! One more thing will contribute to a tech-savvy culture: permission to play. We want to let staff try out new web tools and applications that will assist them. The ones that are useful can be reviewed and formally adopted. But locking users down and tightly controlling resources – a common default for techies, who can trend toward the control-freakish side – will do nothing to help establish an open-minded, tech-friendly atmosphere.
Overcoming Tech Aversion: We all know, now, that technology is not an optional investment. It’s infrastructure, supplementing and/or taking the place of fax machines, printers, photocopiers, telephones, and in more and more cases, physical offices. In the case of most nonprofits, there isn’t an employee in the company that doesn’t use office technology.
But there are still many nonprofits that operate with a pointed aversion to technology. Many executives aren’t comfortable with tech. They don’t trust it, and they don’t trust the people who know what to do with it. A whole lot depends on getting tech right, so enabling the office technologist – be it the IT Director or the accidental techie – is kind of like giving your teenager the keys to the car. You know that you have to trust them, but you can’t predict what they’re going to do.
Building that trust is simply a matter of getting more comfortable with technology. It doesn’t mean that management and staff all have to become hardcore techies. They just have to understand what technology is supposed to do for them and embrace its use. How do you build that comfort?
- Have a trusted consulting firm do a technology audit.
- Visit tech-savvy peers and see how they use technology.
- Go to a NTEN conference.
- Buy an iPad!
Building a tech-savvy culture is about making everyone more engaged, accountable, and comfortable with the tools that we use to accomplish our missions. Don’t let your organization be hamstrung by a resistance to the things that can propel you forward.