Knowing something isn't right is different from knowing what to do about it.
For a non-technical manager or administrator considering changing their technology mix, it’s often easy enough to know what isn't working, but how technology could help, which technology to choose, and how to integrate it? Not so much.
"Trickle-down Techenomics"
What I call "Trickle-down Techenomics" is when non-technically oriented leadership attempt to forge a new technology path using the same mindsets and maps as before. They implement technology, but they don't know how to integrate it.
"Trickle-down Techenomics" results in "Kabuki Integration"
Under "Trickle-down Techenomics", "Kabuki Integration” gives the appearance of functionality but is underemployed, controversial, burdensome, and doesn't promote confidence among users let alone show demonstrable return on investment.
As "Kabuki Integration" is often invisible to non-technical leadership, it's difficult to root out because it's giving off the appearance of working. All the roles are there, all the events take place, but the real benefits never reach the user and the technology/coordination overhead is often wasted.
As "Kabuki Integration" is often invisible to non-technical leadership, it's difficult to root out because it's giving off the appearance of working. All the roles are there, all the events take place, but the real benefits never reach the user and the technology/coordination overhead is often wasted.
OR: Find out how to get help.
