STRATEGY SIGNALS

By Josh Hulst, Michigan Software Labs

Does your technology work for you, or against you?

If you ask most leadership teams to describe their technology, they'll walk you through a list of tools, such as the CRM they implemented three years ago or an ERP that they inherited from an acquisition.

It might be an accurate list, but it's not really the answer I'm looking for. Knowing which tools you have is not the same as knowing what they can support together. For instance, can you tell me what your digital systems would need to support if you doubled your customer base next year? Which would break first?

Every organization runs on a technology operating system, whether they've designed it intentionally or not. I'm talking about the systems, data, people, and processes that either enable the business to grow or hold it back. If you run on EOS or something similar, you already know what it means to have a deliberate operating system for your business. But too few teams have the same clarity about what their technology is actually capable of supporting.

You find this out quickly when you face something important, like integrating an acquisition or scaling to support significant growth.

The reason is that technology decisions are often made one at a time, in response to pressure, without anyone ever stepping back to look at the whole.

Picture this

Something isn't working in your business. A process is slow, a team is frustrated, or a report takes too long to produce. Then someone identifies a tool that looks like it could solve the problem, and they implement it.

But the underlying issue is that nobody asked what the business actually needed to be capable of doing. So the technology gets layered on top and now there's more to manage and more to maintain. The capability didn't expand, but the complexity sure did.

Signs your technology operating system was inherited, not designed

— Your tools don't talk to each other without manual exports or workarounds

— Different teams are tracking the same thing in different places

— When a key person leaves, so does the knowledge of how everything works

— You have dashboards, but decisions still require a separate conversation to interpret them

There's a huge difference in organizations that designed their technology foundation intentionally. At some point, a leader started asking what the business actually needed to be capable of doing.

She defined those capabilities, then built systems and processes to support it. She made sure the right data was accessible to the right people at the moment decisions actually get made. And she put the right people in the right seats. And do you know what happens, then?

Technology starts to multiply the organization's ability to grow. Systems support faster decisions and smoother execution, and they make it easier to scale what's already working.

I see this in how leaders describe their own organizations once they get to this state. A client I was working with recently shared:

"Technology is now how we scale and compete."

If you're being honest, which description fits your organization today? What is one capability your business needs in the next 12–18 months, and do you know, right now, whether your current technology infrastructure could support it?

Talk soon,

Josh

Josh Hulst: Co-founder and partner at Michigan Software Labs | 551 Settlers Dr, Suite 200, Ada, MI 49301

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Strategy Signals

Does your technology work for you, or against you?

STRATEGY SIGNALS

Does your technology work for you, or against you?

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