InformationWeek
Defining The Business Value Of Technology
May 23, 2000
Your letters to my print column and this E-mail forum ask some serious questions about managing information technology in today's world. Since today's world is essentially absurd, my serious responses may sometimes sound a little whimsical, and my occasional whimsical ones, serious. In any case, if you want to participate, write to me at lovelace@home.com. I'll respond to those letters that I can. I reserve the right to edit for size and content. Just sign your E-mail the way you want it to appear online.
Dear Herb:
Regarding your column "Squinting At The Horizon" about the use of CDs and the Web for teaching: nice vision, but utopian.
The use of computers for learning (IBM time-share style) was tried decades ago. Teachers didn't like the technology because they lost control. You can expect the schools to discourage or otherwise subvert the use of CDs and the Web as soon as they really become useful.
Besides, haven't you seen the several 60 Minutes and 20/20 exposýs on the astonishing level of factual inaccuracies in our nation's textbooks because a very few textbook publishers control the country's texts? Remember that the Texas Board of Education goes through all the texts and censors them for biblical and other political correctness--resulting in the whole country living with those same textbooks because of the volume Texas buys.
America is growing into a political period of "belligerent ignorance," as one writer termed it. CD-ROMs and the Web will not cure it. This is a deeper disease.
Ken F.
Dear Ken:
I suspect that the lack of adoption of computerized learning back in the days of the IBM time-sharing systems (Quicktran, if I remember correctly) was due more to the primitive state of the technology--printer-based, rudimentary graphics, no interactive CD-ROMs--than to the unwillingness of teachers to adopt a new tool that might lower their control. While I am sure that there are some bad apples in the barrel, the vast majority of the teachers I know are seriously concerned with providing the best education for their students. They face some tough odds, primarily (I am told) because of the lack of involvement of parents with the education of their children. The future of our society depends on our children, and if it requires us to take more interest in their schools or to weed out the ineffective teachers, then we should do so. It's hard for me to think of a better investment.
While I am not familiar with the reviews done by Texas on textbooks, you are correct that the economics of textbook manufacturing is such that publishers work diligently to get wide circulation of their texts. As a result, they try to avoid offending anyone who is involved with deciding what texts will be bought. The expanded availability of high-quality educational CDs and distance-learning via the Web will increase the options available to teachers and students alike, helping to alleviate any pressures of political correctness. One of the beauties of the Web and of CDs is the ability to customize the products (textbooks or whatever) to the needs of the customer. If the states of Texas or California want educational material that is different from what is desired by Oklahoma or Connecticut, it will be far more economical to produce separate CD versions--and probably a lot less troublesome--than trying to produce something that offends no one.
Finally, there are indeed social critics who talk today about "belligerent ignorance." But that problem is not a new one. People who may have suffered from being exposed to poor textbooks do not have a corner on the market when it comes to refusing to listen to ideas that differ from their own. I have found individuals with Ph.D.s as well as those with grade-school educations who refuse to have their thought processes polluted by having to evaluate information that doesn't conform to their opinions.
Dear Herb:
Just catching up on some reading and saw your article "Gulf Of Misunderstanding" about what a salesman can and can't do to make a good impression. One of your points was, "Do not disparage my subordinates." I agree wholeheartedly with this, but I would take it one step further.
I can't stand it when one vendor bad-mouths another. If they have hard numbers to support their products over others, that's fine, but don't say things like "their billing department is terrible" or "all their engineers have been leaving like crazy."
Yesterday I had a vendor bad-mouthing a competitor with whom we just completed year one of a three-year deal. We have been happy with that vendor and are considering this salesman's company for some different services. I was immediately turned off by him and most likely will not invite him back. I spent a lot of time choosing the other vendor, and I took the salesman's criticism personally. It was as if he told me I have no idea how to choose a vendor.
Perhaps a golden rule for selling should be "do not insult a potential client."
Dave
P.S. I really enjoy your column. Some very interesting insights.
Dear Dave:
I don't know that I would be concerned about a vendor's implied criticism of my judgment, but it certainly is foolish when salespeople choose to spend their time with me disparaging a competitor's product instead of explaining the virtues of their own. I have the same reaction to this type of selling as I do to politicians who tell me why their opponents are bad. They obviously think I don't have the brains to evaluate the opposition, so they will do it for me. Of course, it never occurs to them that I won't vote for someone who spends time criticizing the other guy instead of crusading for his own agenda.
I've often thought about how to handle the situation you describe. It isn't as easy as it might seem--as least to me. I remember telling one saleswoman that I was not comfortable with what she was saying, and I asked her to concentrate instead on explaining to me the strengths of her product. She quickly agreed to do as I asked. My approach didn't work very well, however, since the next sentence out of her mouth was, "Unlike XXX, we have a strong technical support team to..."
I've come up with a different method, which I have yet to try, but which should be fun. Maybe if you decide to use it, you can let us know the results. Here's the idea: The next time some salesman knocks a competitor, I intend to nod seriously, thank him for his concern about our well-being, and ask him to put it in writing so I can pass along the information to the vendor under attack and get its response. After all, I'll add, I want to hear all sides of the argument.
I figure the salesman will be horrified and quickly tell me he couldn't possibly put down on paper what he has said. Then he will get really nervous, figuring that anyone who could make such a crazy request will think nothing of blabbing what was said to the world, opening him up for lawsuits and serious problems with his own management. My only problem with the scenario is that I am afraid that if I pull this little stunt on a really gung-ho type, I may wind up with the letter that I requested.
Dear Herb:
As a salesperson of network-monitoring software for OS/390-based IP, I want to ask you, what keeps most CIOs up at night?
Dick
Dear Dick:
Thank you for a thought-provoking question. It can have many answers.
Depending on the age, family structure, gender, and personality of the CIO, pick the appropriate answer or answers from the following list:
1. A hungry infant
2. An attractive significant other
3. A really good sporting event on cable television played at least three time zones away
4. Benign prostrate enlargement
5. E-business initiatives that require major modification to a newly installed enterprise resource planning system
6. Concerns that key staff members will take advantage of the good job market
7. Having to explain your budget one more time to anyone
Dear Herb:
I read your column, "Barnes & Noble: Hit Back!" and the ensuing correspondence in your online column about it (March 21 and April 18, 2000). I work across the street from a Borders bookstore. I found the book I wanted and was about to purchase it when it occurred to me that I would spend less if I made my purchase online, which I did.
I realized that if Borders could merge its Internet site with its stores, then I would be a customer for life. Find the book online, pay online (better discount), and walk across the street to pick up my purchase with no shipping charges. I would select a store for pick up. Borders could check inventory and let me know if that store has my book; the possibilities are endless. Borders would simply have to restock its shelf, a normal business function resulting in no additional costs to Borders.
I sent Borders and Barnes & Noble an E-mail strongly suggesting that they link their Internet presence to their stores. I did this in January 1998. It has been two years and nothing has happened.
Your article reminded me of how slow companies are to implement simple, effective ideas.
Ramiro
Dear Ramiro:
Many businesses are talking about the importance of merging clicks and bricks, a la what Charles Schwab has done in the brokerage business. Schwab is aggressively pushing its online presence while building more storefronts so customers have a place to interact with real people when desired.
It remains to be seen as to whether Borders or Barnes & Noble will successfully achieve synergy between their Web sites and their stores, as you suggest. In my opinion, if they had taken your idea to heart, they would be in better shape than they are today--but then again, I may be biased. As I said in "Merging Clicks And Bricks," the integration of the Internet with the traditional store is the most promising path for a company to pursue.
Herbert W. Lovelace shares his experiences (changing most names, including his own, to protect the guilty) as CIO of a multibillion-dollar international company. Send him E-mail at lovelace@home.com.
|
NOTE TO READERS: As I've mentioned, I am planning to put my InformationWeek columns together into a book with a little bit of additional commentary around the events and people about whom I write. If any reader would like to be notified of such an event, please drop me an E-mail. Just use the word BOOK as the subject line.
|
|
View past issues of "Ask The Secret CIO"
E-mail a question to The Secret CIO
Send Us Your Feedback
Top of the Page
|
Featured Microsite
