Building a Real-World Technology Vision

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Building a Real-World Technology

Vision
December 29, 2015

Jared Freedman, founder and CEO of Hollywood, Florida-based Code4Software,

understands what it takes to build a technology vision. Since 2006, Code4 has done
everything from block-and-tackle internet application development and enterprise
application development for Fortune 500 clients, to virtual world development,
including creating virtual environments combined with in-world marketing and
commerce.
In each case, he says, the first order of business was the development of a goals-based
technology vision. Whether youre talking about building a single application or
creating a map for all of your technology, it starts with goals, he says. The objective
might be to increase revenue, gain more market share, outwit a competitor, tighten
security,"
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any number of other appropriate results. The bottom line is, knowing your
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goals and
able to measure results are critical, because open-ended goals will
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never be
and goals that cannot be measured have no way to be completed.
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Vision
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Whether youre considering a single, purpose-built application or considering a

longer-term technology plan, it starts with that visionwith a roadmap built around the
specific needs of your business, Freedman asserts.
So where do you start? According to Freedman, the foundation for a vision begins with
an assessment of where the business is today and where, ultimately, youd like it to be.
He outlines a foundational approach to developing a roadmap based on several key
factors, including:
Current resourcesCreating an inventory of what the business possesses in
terms of infrastructure, human capital, and liquidity.
Current technology acumenDetermining the current technology skills that can
be relied on for in-house use. Such skills typically include computer network
configuration and administration, information security, software development,
systems integration, and the like. These skills can be held by the founder or
employees, as long as the key issue of reliability is maintained. In technology, it
is imperative that you utilize professionals who will stand behind their work, he
adds.
Access to resources and technologyHow easy or difficult it is to acquire new
resources, such as infrastructure, capital, liquidity, IT resources, and technology
skills.
Current state of the businessBroadly defined, its your number of customers,
market position, overall revenue, and costs of doing business, combined with
current efforts at growth or mitigating losses.
Desired state of businessThis is what this whole exercise is about, says
Freedman. What is the goal to be achieved with the business?
Other key issues to consider are capacity for risk, time constraints, and ongoing
operational impact.
Its not about starting from scratch
Once you have an understanding of these facets, you can begin to form your vision.
Dont assume you have to start from scratch, says Freedman. It might be nice in
theory, but most businesses already have ongoing operations that need to be
maintained, even as the quest for a new technology vision takes place. What is currently
in place and what is acquirable in the near term form the realm of possibility within
which to work. There is little point in crafting a vision that cant be executed, so these
boundaries keep ideas realistic.
As far as looking at potential solutions, Freedman suggests starting with a competitive

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analysis and checking out industry association websites for best practices. But dont
stop there; find ways to go to the next level and surpass what your competitors are
doing. This doesnt necessarily mean reinventing the wheel. It might just mean faster
delivery of goods and services, higher quality, lower prices, greater selection, greater
ease-of-use, or a related objective. Regardless, make sure that efforts against those
goals are measurable.
Clear goals, create clear vision
At some point, you may need to reach out to a solutions provider to both help form your
vision and implement it, which is why Freedman says that understanding and being able
to articulate your objectives becomes so important. As a business owner, you may not
necessarily be a technology expert, Freedman notes, but if you know what success
looks like, it makes the roadmap easier to formulate and act on.
He uses the example of a client who is among the largest providers of waste hauling
and recycling services in South Florida. The companys goal was to streamline its use of
paperto do away with the clipboards drivers carried to account for routes covered,
fuel usage, inventory, etc.and move everyone to handheld devices. There were
solutions for larger, enterprise firms, but nothing that worked specifically for their needs.
In that case, the goal was to streamline paperwork, which served as foundation for a
vision geared to improving productivity throughout the hauling process, says
Freedman. To get there, we worked together to map priorities and functions, determine
how we could best put current resources to work, and create a concrete plan of action
that included specific deliverables, milestones, acceptance criteria, and budgets. We
helped them realize that vision by developing the Signature Cloud for them. Signature
Cloud is a mobile device signature capture app combined with cloud-based storage and
a Web-reporting tool. After the launch of the product and a few iterations of refinement,
the customer took over the product and taught their own internal development team the
skills necessary to maintain it. We saved them money and helped them achieve their
budgetary goals and, ultimately, achieve their technology vision. And it all started by
understanding goals.
Learn more about Disruption vs. Evolution and Finding the Right Technology
(http://cbcommunity.comcast.com/browse-all/details/disruption-vs.-evolution-and-findingthe-right-technology)

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