Why isn’t software sexy? OK – on the face of it I would go for the Aston Martin vs a microchip – but is that the smart business decision? Even high-performance cars use remote telemetry as a wireless diagnostic of what is actually happening either in F1 or private use; and what enables that? Software.
How is it then that we have come to expect from and depend so much on the power and functionality of software in our day-to-day business and personal social lives but for some strange reason when it comes to the task of purchasing the right software that will significantly improve the overall business performance of one’s company and deliver competitive advantage, it falls into the shadow of the latest piece of machinery. All too often the role is delegated to a junior person (because they can operate the remote control) but senior management then choose the cheapest software offering – and not the right software offering – on the basis that "it will do, won’t it?" Or worse still, "we have made do without it so far – surely this is a step up from where we were".
Product perception
Perhaps it comes down to the visceral experience of the acquisition. Some kind of latent homo erectus macho gene that sends tingles down our spine at the purchase of the latest piece of machinery from a trade fair, such as Ligna.
Whatever it is, there seems to be no pleasure gained by some in the selection and purchase of the right software which will draw, design, drive, measure, manage, optimise, data mine, schedule, invoice, present, communicate to people and machines and be the underpinning foundation of the business over a shiny hunk of metal – which is most often driven by software.
Software is considered by some to not actually be a product; OK then – what is it? Now this may be an age thing – but I think not. What it actually comes down to is vision.
Some of the most successful companies, and coincidently market leaders in their field, that I have come across recently fully appreciate the value of software and embrace the connectivity of software to machines, software to business, software as a differentiator, and software that delivers competitive advantage. These companies and the people behind them smelled the coffee a long time ago and their competition is wondering "what happened when I was asleep?" Catch-up is near impossible because those that ‘got it’ researched, invested and executed quickly – the outcome of which was like hitting the turbo boost, leaving their competition smelling rubber! These were the visionaries that did not compromise or ‘make do’ and often these people also don’t know how to operate the remote control – so definitely not an age thing. So the real point of this is: those who are serious about their business now and want to future proof it get up close and personal with software. They view software like the F1 technicians view the wireless remote telemetry – it tells them exactly what’s happening, and as a direct outcome that information feed enables those that are virtually driving the car or hands-on in the business to monitor, tweak, adjust as well as draw, design and drive the machines that produce the product that creates the revenue; the racing car analogy is very real and very close. These are the people who are serious about delivering performance and through performance, value. It seems strange, therefore, that software would take a back seat.
Now don’t get me wrong, I am not against a shiny hunk of metal; what concerns me is the imbalance of the priority between the brains and the brawn. Perhaps those that lean towards the brawn believe in this modern world of business that it is all about relationships. Now, I’m a bit of a softy for this argument as I’m a sales guy at heart but, quite frankly, I don’t believe anymore. I can guarantee that the nice guys will finish last if they are pitted against wellexecuted business efficiency which delivers the right product at a better price – or a consistently predictable service with the right product at a higher price. Why? Because everyone is measuring and being measured and this measuring process does not have a "nice guy" tick box.
We have all seen the charts of the runners and riders in the supplier performance leagues. It might be a guess but those at or near the top will have software at the heart of their business.
The right choice
And how will this be done? The right product, the right balance of the right software, the right machines, good people, good management.
When I hear the statement "I was hesitant at first but this software changed our business" – and I have heard it a number of times – I want to say my heart leaps for joy, but won’t as that would be untrue and effusive. It does, however, leave me to pass the chequered flag with one statement: "Software: Take it seriously – very seriously, or get used to the smell of rubber".
