Well, I would venture a guess that, if you were to have the same kind of meeting with your IT department, you’d encounter a similar situation. In the course of business, every department goes along its merry way until, eventually, they’re all headed in different directions.

To avoid this, it’s essential that you understand what IT is doing—and that IT understands what you’re doing. The best way to do that is to walk in each other’s shoes. Consider spending a day or two with IT or taking a tour (stopping by each department within IT) to get a sense of the technology available and how it all works together. Understanding the complexities of system integration and security, as well as the limitations of applications and hardware, will have an impact on your understanding of what can and can’t be done.

Of course, it goes both ways. After you’ve sat in, someone from IT should come sit with you for a day or two. (I have experienced this many times—as a critical part of the consulting process—and, each time, have gained insight into the department that has strengthened communications and the overall relationship.) I think you’ll be impressed by what you both take away.

Specifically, there are two main things that you’re likely to learn.

1. IT has a lot of different“customers.”

Incident management is based on a person’s role in the company.  For example, the CEO’s inability to access her email “costs” more than another staff member’s might. Alternately, the person producing quarterly statements at quarter-end might be more critical than the CEO—in that moment. Thus, IT must prioritize what’s most important to the company (which is something that is included in the company’s “Service Level Agreement”). Once you’ve had a chance to sit in and see how the queue gets handled, not only will you understand IT better, you’ll understand its processes, too.

2. IT can often create time-saving automated processes that you may not have realized were possible.

Tell ITwhat you’re doing and how you’re doing it (i.e. repetitive manual tasks and complicated spreadsheets) and see how they can help.There are definitely ways to avoid most workarounds. The fact is, that with enough time and money, IT can do anything. Of course, that’s not always practical. Ask for what you need, and brainstorm with IT to identify a solution. Don’t immediately get hung up on whether or not a process is going to be cost-prohibitive.  Instead, find out for real. If an automated process costs $50K, it may pay for itself within a year in saved labor.

The bottom line is, you really have no idea what you can achieve unless you look at processes from both directions: management to IT and IT to management. When communication is open between both sides, you’ll be amazed at how you can both help each other improve processes within the organization.So, go ahead: try sitting in IT’s chair for a day or two. You’ll not only learn to appreciate what they’re doing, but you’ll also understand how it affects the company as a whole.

Last week, I had a pretty scary roadside emergency. Although I didn’t know the cause of the problem at the time, I was eventually told that my water pump went out. When a hose burst, it sprayed coolant all over the engine, which created heavy smoke—and caused me to panic, pull over to the side of a busy freeway, and jump out of the car. Luckily, I have AAA and was able to call a tow truck right away. They arrived quickly, and were able to assess the problem and get my car to the dealership.

I have my car serviced and maintained regularly, precisely to prevent those kinds of emergencies. But, as we all know, breakdowns still happen from time to time. It’s inevitable. The point being: you can’t prevent emergencies; you can only deal with them as they come.

The whole situation made me think about the kinds of emergencies my clients face. When your car breaks down, you know to call the tow truck. But, when your IT systems break down, who do you call?  Hopefully, your systems won’t leave you stranded, but if they do, you’ll need a better plan than calling a tow truck driver.

My tow truck driver showed up in 20 minutes, assessed the problem, realized he couldn’t handle it, and quickly took me to a specialist (i.e. a mechanic), who didn’t just patch the problem, but went ahead and fixed the root cause. A good IT service provider should do exactly the same sort of thing: respond promptly, fix the problem (or bring in a specialist), and provide more than just a temporary fix.

Unfortunately, that’s not usually what takes place. Typically, a technician shows a lack of respect for your time: shows up whenever he shows up, and spends as much time as he needs to try to figure out and fix the problem. If he doesn’t know exactly how to fix the problem, he may—out of pride or fear—spend too long trying to do it himself, rather than just asking a specialist. Likewise, an IT professional can easily lose sight of the fact that he is not generating revenue, and his delay is actually costing the business. When do you say, “Time’s up!  You’re not progressing and we need someone with more expertise”?

When you have ITIL standards implemented and OLA agreements in place it guides your IT staff. What that means is that, when you call the help desk, a tech usually gets up to 30 minutes to solve your problem. If he can’t solve the problem in that amount of time, the problem gets passed on to someone with a higher skill level (e.g. a desktop engineer, network engineer, or developer). If that person can’t fix it within an allotted amount of time (which depends on how critical the problem is), then it gets referred to a senior technician. Eventually, if the entire problem is not solved within a certain window, it can potentially reach as far as the CEO. The point is: problems get fixed in an objective manner. It forces the process to progress, without belittling anyone in the chain.

My advice to you is to check in with your IT department and determine what will happen when something goes wrong. Emergency maneuvers really need to be established up front, not when an emergency occurs.

In some cases, emergencies can be exponentially catastrophic as time ticks by. For instance, if a hacker takes down your website, and your website is purely informational, then timing is less critical. If it’s e-commerce, however, every second counts (and costs money). One of my larger clients has detemined that for every 10 minutes their site is down, it costs them approximately $20K. They realize that not only are they losing potential revenue in that moment, they’ve most likely lost the customer forever.

If a consumer is shopping online and has a problem (e.g. a crash, an inability for the site to accept a credit card transaction, super-slow page loading, etc.), statistics show that 70% of discouraged shoppers will never come back to that site…ever.

Ask yourself…

* Do you know just how much a tech outage will cost you?

* What have you done to prevent disasters?

* What emergency protocols have you tested?

* What assurances do you have from your IT service provider?

* What workarounds do you have without the technology?

* Can you perform your workarounds manually…or offline?

All of these questions form the core of disaster recovery and business continuity. You absolutely must ask your IT professionals, “When we have a disaster, how do we keep the business running?”  Then, together, you absolutely must come up with viable solutions.

At minimum, all managers should have a calling tree to pass along the plan to subordinates—to make sure that the emergency messaging is clear, and coming from the top down. (You should have a hard copy of that tree—on paper—and keep one at home, one in the car, and one in your office.)

Every day the Internet allows us to do more and more, and most of us can access the web with our phones. So, there are tons of work-arounds. You just need to identify them so that, in the event of a hack, earthquake, flood, power outage, etc., there’s a clear plan in place —even if that plan is “we’ll do nothing, until the systems are back up.”

Your first goal is prevention. Your second goal is preparation. Remember, when it comes to technology, it’s not so much a what if as it is a when.

If your company has computers that require on-site,remote, or mobile support, chances are you work with a desktop support vendor. But,does that vendor work for you?

No matter how tech savvy you are, having an attentive, responsible, and knowledgeable desktop support provider is essential for running a successful business. Think you’ve got it under control? Well, see if you can answer these four questions.

Do you know who your desktop support provider is?

• Do you know who your desktop support provider is?
• Would you know your specific support technician if you saw him in the hallway?
• If you’re away from the office and you can’t connect to your email, do you know exactly who to call?
• Are your desktop support bills relatively predictable?

If you answered “no” to any of these questions, it’s probably time to take a second look at your service provider. You may be overspending and/or under-served. To avoid both of those scenarios, ask yourself the following questions.

1. Does your vendor have a set time to come to your office? Does the vendor show up on time? When the support technician comes in, does he/shetreat the visit like an appointment or like a drop-by? Do you prepare a list of questions (or identify issues through a ticket tracking system) in advance of your support technician’s regular visit?

2. Have you had one (or more) system outages that lasted for more than five minutes? Have you had multiple system outages in one month?

3. Have you been having the same tech-related problem over and over again?Is your support technician treating the symptom or the problem? Does he/she even know what the true problem is? If so, has your vendor completed a “Root Cause Analysis” to get to the heart of the problem?

4. How does your monthly statement look? Is it higher (or lower) than normal? Is the reason for the variance clear?

5. Has there been an increase in the number of calls to the helpdesk? Do you know what kinds of issues your employees are calling the help desk for? Do you know exactly how many of your employees have access to the help desk?

6. Does the vendor ever review invoices with you to explain what you are being chargedfor? Is the vendor charging you to fix its ownmistakes?

7. Is your vendor compatible with you? Has your vendor provided you with a client satisfaction survey?

8. How much of a partner is the vendor to you and your business? Does your vendorprovide a semiannual or annual checkup and proactively make recommendations and suggest upgrades?

Often, it’s the lack of communication that is the true downfall of desktop support relationships. Don’t assume that if your vendor is “quiet” that nothing’s getting done. But, at the same time, don’t assume that something actually is getting done, either. Ask the vendor to communicate with you regularly and let you know what’s being done…and why.

Of course,the importance of communicationis only one element of a good partnership. The rest relies on performance. To find out whether your vendor is falling down on the job, ask yourself the following questions.

A. Is your system stable or do you regularly have outages?
B. If you lose a file, can the vendor get it back?
C. Has your vendor discussed with you what will happen if your systems fail?
D. Does the vendor proactively address potential threats?
E. Does the vendor seem knowledgeable about trends in the marketplace?
F. Do you receive a detailed monthly statement that you can validate?
G. When you have questions, does the vendor get back to you promptly?

All of these questions may seem overwhelming. Remember: you’re the client. Don’t be afraid to ask for what you’ve already paid for. And, if you don’t feel comfortable doing that, then don’t be afraid of calling on an experienced consultantwho can provide a thorough evaluation—whichis likely to pay for itself.

To that end, there are eight things that every business owner, CIO, CFO, or CEO should be thinking about before the ball drops.

1.) Clean Up Your IDs and Passwords

Chances are you’ve had employees leave this year—either of their own volition (disgruntled) or as a result of necessary layoffs (even more disgruntled)—and you never changed their passwords and/or deleted their IDs. If an employee with administrative rights still has an ID and password, he has easy access to your systems. Regardless of their security risk, even your current employees should be required to change their passwords regularly.

2.) Update Your System Documentation

Make sure that your system documentation (i.e. how data travels throughout your network) has evolved as your technology has. Have you added new hardware or software this year? Is everything up-to-date? If it is, this should be a five-minute task. If you’re a bit behind, though, it could take a week. Regardless, it’s an essential task that ensures you won’t be held hostage by people who know how your systems work (whether they’re employees or vendors), but haven’t documented it for you.

3.) Check Your Licenses

You probably have a variety of licenses for your operating systems and software. This is an ideal time to take a look at the fine print. Did you reduce headcount or re-organize? Are any licenses coming up for renewal? Have any new licenses been budgeted for? Put the onus on your providers to prove that you’re getting what you’re paying for. Then, ask them how you could reduce costs, adjust your fees (based on the number of users), or consider upgrades.

4.) Review Your Vendors

Have a talk with any technology vendors that you pay for ongoing maintenance agreements or services. Ask them to provide clear outlines of your costs and what they’ve delivered. If things have changed in your business, go back to the table and renegotiate—even if you’re still under contract. Don’t be afraid to ask about special offers, updated equipment, and new services.

5.) Look at Your Leased Equipment

When was the last time you thought about your large printers, servers, or mainframes? Re-examine your leased equipment. When are those leases up? Do you automatically go month-to-month or do you have to sign a new lease? By checking your agreements, you may just find out that you could have replaced that temperamental old copy machine a year ago—for free.

6.) Second Guess Your Disaster Recovery Plan

You may think you have disaster recovery handled, but have you actually tested it? Are you really doing a full backup? How do you know your failsafe works? Schedule a test (ideally, while most of your staff is out on vacation) to restore from your backups. Make sure you can recover entire folders, not just individual files—and that the “lost” data can be found quickly. If your company has grown significantly, you may discover that your designated hardware is so out of date that it wouldn’t hold a fraction of your current data…or, worse, it wouldn’t work at all.

7.) Clean House

Throw all of your old equipment away, and have your accountant take it off the books. Of course, you can’t just throw your old computers in the trash, but you can have a company (like SIMS) come clean out your unused hardware closet and recycle the components. Not only will they give you a certificate guaranteeing that all data has been wiped, they’ll even pay you for the stuff they take. (Oh, and while you’re at it, shred your old paperwork, too.)

8.) Talk about Technology

Put together an end-of-year IT pow-wow (or corporate blog) with managers from every department and encourage them to put their technology-related challenges out on the table. What would help them do their jobs more efficiently? There are likely to be a list of problems that the IT department could have easily fixed—if they’d only known about them…and had the green light to do so.

I know what you’re thinking. “Yes, all of these things sound very important, but when will I have time to do them?” For as many tasks as you can, make your vendors do the work. You’re the customer; require them to prove their value. When the work involves your staff, you simply have to carve out the time and put it on the calendar, in ink. Alternately, you could sidestep all the heavy lifting and hire a knowledgeable IT consultant to do it all (hint, hint).

I think that pretty much sums it up for much of corporate America. In reality, if your job isn’t specifically related to technology, there’s not much call for understanding the inner workings of the grid. Of course, that doesn’t stop executives outside of the IT realm from tossing around tons of high-tech terminology. It’s not a criticism; we’re all guilty.

I like what Wikipedia has to say about buzzwords, referring to them as, “technical jargon that has begun to see use in the wider society outside of its originally narrow technical context.” The site further explains that, “a buzzword (which often develops from the appropriation of technical jargon) is often used in a more general way.”

Since I tend to straddle both sides of the IT/management divide, I thought I’d take a moment to explain a few of the “appropriated” terms I’ve been hearing my clients bandy about lately. Below, you’ll find links to the real-world, jargon-free definitions that I’ve created for four of today’s top tech buzzwords.

Click on a term below to go straight to that definition.

Saas

Corporate Blogging

Behaviorial Commerce

Device Fingerprinting

SaaS
SaaS, an acronym for “Software as a Service,” refers to any application hosted online, readily accessible through a web browser. With SaaS, your data sits on a provider’s servers and everything is remote (except for your access to it, of course). This is a huge benefit for small businesses that don’t have the resources to support an internal IT department. Since there’s no need to install software internally or maintain anything on your own hard drives or servers, SaaS offers cost savings, ease of use, and accessibility.

Anytime a piece of software doesn’t need to be unique to a particular business (e.g. common applications, like payroll), SaaS probably makes sense. While the code can’t really be changed, the software can often be customized to meet specific needs. The leading customer relationship management program, Salesforce, is an excellent example.

Likewise, supply chain tasks—managed by providers like CVM Solutions—are particularly well suited for SaaS, since most companies need the service and there are relatively few trade secrets involved (for which external security would be an issue). Similarly, companies like Knowledge Tree provide a SaaS solution for document management. Again, it’s a tool that almost all businesses need, but don’t require a proprietary system for.

Corporate Blogging

Unlike public blogs, which typically serve up one person’s opinions in an open forum, corporate blogging is confined to private Intranet sites that are published to support a company’s goals and share information with employees. Corporate blogs tend to address internal challenges, introduce new products, share company news, disseminate policy changes, and promote the exchange of ideas. They may also include training modules and collaboration tools (such as screen sharing and white boards).

Through comments provided by readers (i.e. employees), corporate blogs create an interactive environment and act a bit like a modern-day suggestion box. With an open forum, changes can come from the bottom up, as workers on the “front lines” are given a way to explain how things can be done better/cheaper from their perspectives. Employees at all levels are given a way to communicate with management and, in turn, executives get to enjoy immediate feedback (without the need for formal meetings) that allows for swift solutions—to problems they may never have been made aware of in the past.

Companies like TIBCO Software Inc. provide “workplace communication tools” (such as TIBCO tibbr) that allow employees to follow topics, rather than specific people. These kinds of tools can be particularly useful for geographically spread-out businesses or those that utilize remote workers, flextime, and/or job sharing. As companies slowly embrace the advantages of internal social media and online communities, they are beginning to see meaningful interactions between employees at different levels that result in real-time improvements.

Behavioral Commerce

Big Brother is watching. Well, he’s watching you shop, anyway. After years of tracking consumers’ web browsing behavior and buying patterns, online advertising has become incredibly sophisticated—and precise.

Behavioral commerce utilizes a mountain of data (including page visits and search terms) to tailor each selling opportunity (or advertisement) according to an individual’s history and habits. By honing in on users’ personalities and interests, marketing messages have become more defined and, in turn, more effective at reaching the right consumer, at the right time, in the right place. It’s not enough to know what people like anymore; the real power comes from knowing what they do.

Behavioral commerce was pioneered by SteelHouse, a Los-Angeles based company that continues to be an industry leader in eCommerce, thanks to its patent-pending technology. Interestingly, SteelHouse’s CEO Mark Douglas garnered much of his understanding of human behavior from his experiences as Vice President of Technology for dating powerhouse, eHarmony. Douglas recently explained to blogger John Greathouse, that eHarmony showed him, “how much personality affects everyone’s decisions, from the most mundane to things that are really significant. If you can leverage that, you can improve the result of just about anything that you do.”

Device Fingerprinting

Simply stated, device fingerprinting is all about preventing online fraud. Like behavioral commerce, this security measure analyzes a mountain of data. Whereas behavioral commerce looks at how likely a user is to buy, however, device fingerprinting determines how likely a user is to commit cybercrime.

Companies like BlueCava and iovation provide device identification and device reputation management in order to, according to iovation, alert you to “devices exhibiting high risk behavior while they are interacting with your site.”

Digital fingerprinting is intended to determine the legitimacy of a user before exchanging any sensitive information. So, unless a device is authorized, it isn’t allowed in. For example, it doesn’t matter if a user says she’s “Sarah” and has Sarah’s correct password, unless she’s using Sarah’s laptop, she’s probably not getting in.

Though privacy advocates shun fingerprinting’s exhaustive collection of personal data, many businesses consider it a necessity for protecting their financial and operational assets. To prevent device fingerprinting, browser add-ons (like NoScript for Firefox) are available, but are known to decrease browser speed.

For many small businesses, device fingerprinting may seem overly sophisticated and too expensive to implement. Consider this, though: If a hacker gets into a company’s site and hacks its bank account, that money is not protected. The FDIC does not insure business’ losses due to theft, fraud, or fire—even though they do offer those protections to consumers. Banks expect businesses to have their own security measures in place and to assume full responsibility for security.

Most people, when they think of the cloud, imagine an ethereal place where information floats around aimlessly, like hydrogen molecules waiting to turn into raindrops. That’s nice.

In reality, though, a cloud is simply the shape of the object that engineers draw in network diagrams to represent the Internet. Engineers, as you may have guessed, are not known for their fanciful illustrations. So, the cloud visual is simply based on a lack of artistic ability.

The entire concept of the cloud is similarly simple. It’s an offsite data center that houses all of your information, data, and application software, which you can access through the Internet. Yep, that’s it.

To clarify, putting things in the cloud doesn’t take away the need for mainframes, servers, routers and other hardware—the hardware is just located somewhere else and doesn’t belong to you. So, it’s not actually a whole lot different than doing things the “old” way—when companies outsourced their data storage to an off-site hosted center and then accessed it through a large data line. (If you want to see the first real mention of the cloud, jump back a decade and read the New York Times’ rant about Hailstorm.)

Until recently, most companies ran their software and applications on their own servers, which were hosted at their own location or data center. The “common man,” however, has been using the cloud for years (with things like Gmail, Google Docs, Dropbox, and so on) and embraced it early on, without even realizing it.

For companies, it was business intelligence tools (like Cognos Express) and CRM programs (like Salesforce) that operated exclusively on the web—without requiring the user to download any software—that made companies start thinking seriously about the cloud. There’s a definite appeal to accessing things online. As one of my clients recently instructed me, “Don’t make me figure out the software; just let me use it.” Well, sir, that’s the beauty of the cloud.

There are a couple other reasons that the cloud is where it’s at. The first is accessibility. Everybody wants everything right now. Thus, the joy of having your data in the cloud is that you can access it from anywhere. (If your information were hard wired, you’d have to access it through a virtual private network, which has limitations.) As another one of my clients eloquently remarked, “I don’t want to have to maintain my data, upgrade my servers, or figure out how to store anything. All I want to do is access it.”

Actually, as simple as it sounds, that guy hit the nail on the head. It takes a lot of maintenance and a significant amount of money to keep everything running properly on your own. The cloud has the irresistible allure of economies of scale—both in terms of man power (i.e., not needing an operator full time) and hardware (i.e., not needing a room full of servers).

Sounds great, right? Well, there are a couple of major bummers. The main one is that, if the Internet is down, you’re S.O.L. Since the good old days, Internet accessibility has stabilized considerably; it doesn’t fail very often anymore. It does, however, slow down considerably due to other factors. When it does, you’d better have your mid-nineties-era stress ball handy. (And keep it on you for use during those spotty wi-fi connections you’re always trying to access while you’re out-and-about.)

The second reason not to love the cloud is a biggie: hackers. For many businesses, security is everything and, unfortunately, the Internet is about as safe as a stagecoach carrying gold bars through the Wild West. Granted, security is more advanced when it comes to actual data centers, but as I continually warn my clients, it’s never failsafe…no matter where your information physically resides.

Luckily, it’s not an all-or-nothing scenario. You can use a hybrid of both physical and virtual storage solutions. Route your keep-it-safe data to a host with a T5 broadband connection, put your use-it-regularly information on a local server on site, and stash the need-it-now stuff in the cloud.

Increasingly, enterprises are using Software-as-a-Service (SaaS) applications to support their business needs for CRM, collaboration, project management, billing, ERP, logistics, and human resources management. It seems that every Internet Service Vendor under the sun (including Microsoft, IBM, Oracle, SAP, CA, and Adobe) offers SaaS applications.

Why all the iCloud buzz, then? The reason that Apple is getting so much attention is that the cloud has truly migrated to the masses. People don’t want to buy more hardware to store personal data. Their teeny, tiny computers (e.g., smartphones and tablets) can now access monster files because that data doesn’t need to be stored internally. They can also change devices without having to transfer data—not to mention the backup and restore capabilities should their minicomputer end up submerged in water. Sounds great, right? There’s a catch: Apple actually owns their data. (That, however, is a whole other ball of wax.)

Regardless, everyday users are likely to embrace the iCloud with open arms. Small and medium sized companies, on the other hand, are more likely to move incrementally to the cloud, while also expanding their use of SaaS applications, in an effort to reduce costs and improve the use of feature-rich applications.

Of course, there will always be a need to store data locally—whether on a smart phone, desktop, a local server, or all of these. Some information is too critical to trust it to a vendor, despite its fast, un-interrupted data connection. For my money, a blend of SaaS and traditional applications (depending on the company and its critical systems) is where it’s at in the cloud game. Well, this year, anyway.

Tydak is pleased to be a part of the Vendor Showcase for this conference. As a vendor, Tydak is able to offer participants the member registration rate ($50 off) when you mention you were referred by Tydak.

Click here to register: SoTeC Registration

The SoTeC Conference is a premier technology event in Southern California and provides an opportunity for professionals to expand their network with industry expert keynote speakers. Breakout sessions cover topics on Project Management, Business Analysis, Quality Assurance, ITIL, Strategic Technologies, Personal Development & Social Networking.

Keynote speakers include:

Abizar Vakharia- Director, Microsoft Xbox 360 speaking on “The Role of Planning and Marketing in Innovation”

Ginna Raahauge, Vice President of IT, Cisco Systems, Inc. on “Learning to Surf: Economic Volatility & Relevant IT”

Faith Gaudino, Sr. Vice President and Beth Wheat, Director, Global Program Management Office speaking on “Creating a Client-Centric Organization: A Strategy for Sustainable Success”

Peter McGarahan, Founder & President of McGarahan & Associates speaking on “IT Technologies That Will Change The Way We Work”

Click here to download a PDF Flyer: SoTeC Program Flyer

For more information, you can visit their website at www.sotecconference.com

You can also follow Tydak and SoTeC on Twitter at:

@Tydak

@SoTecConf

Follow tweets with the hashtag #SoTecConf11 for additional information.

E-conferencing with a child’s teacher during work time, finishing up a marketing proposal in the home office after dinner or catching up on client e-mails while in a movie line are some examples of employees incorporating personal mobile devices into their business lives.

One can argue the pros and cons of the “24-hour employee” or “being slaves to technology.” But no one is going to debate the fact that technology has changed the way society operates and it is imperative for businesses to keep step with these fast-changing times.

Let’s face it, many, if not most, offices have tired old computers with even older software. Think about how much productivity time is wasted by employees having to manually delete e-mails so in-boxes don’t go over storage limits arbitrarily set by the IT department.

Who wouldn’t want to use more efficient tools, even if they are personal property, to get a job done well and in a timely manner?

This is not an exhortation for businesses to implement state-of-the-art technology at a prohibitive cost to keep a competitive edge. It is a call, however, for businesses to address the fact that employees are straddling a digital divide between their personal up-to-date technology and the archaic (technologically speaking) tools available at their workplace.

It is critical for companies to recognize that their executives and employees are accessing corporate data when they are away from the office — whether through e-mail, accessing internal corporate systems or creating documents.

Some companies may find the prospect of allowing employees the use of their own equipment unnerving or a way of giving up control. To strike a balance, employers may require staff members to sign agreements, in the same manner they sign an employee handbook or a trade secret document, for matters such as they will keep anti-virus up to date so as not to corrupt any data and that they will back up all data.

Additionally, companies need to set policies and procedures around the use of equipment, which includes maintenance to the technology, service level agreements, and keeping that technology current with the latest software and monitoring tools.

Straddling the digital divide has, for the most part, been done without any standardization or policies, and it is a safe bet that it is being done with little to no security. Smart companies know this trend, or behavior, exists. They want to stay ahead of it. They want to maximize its use to the company’s benefit.

To this end, those companies are giving their IT services team the authority to set written standards and policies on product brands. Additionally, IT service teams are being trained on servicing and maintaining mobile devices.

Businesses need to change the way they perceive their IT department from one of a cost center to that of a value-added business problem solver. The IT department is perfectly suited to design business processes that align every employee’s day-to-day actions with a company’s strategic objectives.

Two decades ago with the proliferation of laptops, businesses wrestled with the same challenge of controlling and monitoring the technology that was taken off premises.

Today, the technology is different, but the dilemma remains the same. The risks are greater, though. Not only have innovative breakthroughs been mass-marketed, there is so much more personal and professional data roaming the streets, literally. It is fruitless, and foolish, to simply ask your employees not to access corporate data through unauthorized mobile devices. Since when has that kind of logic ever worked? Successful companies know that technology is not only here to stay, but will keep advancing toward solving more and more complicated tasks.

Those are the companies that are treating their technology-related problems, not its symptoms. They are having their IT departments work smarter, which doesn’t necessarily equate with harder if technology is used correctly.

This article originally appeared on Ventura County Star.

For the first 10 years of our business, we have been able to work with great clients, solve BIG problems, and grow a terrific team of skilled IT consultants. Today, as we move into our next 10 years, we are proud to share our evolution.

While we continue to help our clients with the challenges of IT operations, Data Warehousing, and Business Intelligence solutions, we are also forging ahead with improving our digital communications and social media efforts. Our clients look to us for guidance on streamlining their IT operations and services, as well as input on creating more efficient integrated internal/external systems. Through our site and blog, as well as via Facebook and LinkedIn, we will provide information, insights, and industry intelligence to our network of clients and partners.

It is an exciting time for Tydak, and we look forward to continuing our innovative work with our existing as well as our new clients.

On a recent engagement with a major retail client, we worked along side the marketing executives to understand the impact of social media activity (Facebook, Twitter, YouTube posts) on local sales.
The larger question, “How does our paid media (online ads) impact retail vs PR/Social Media posts.”

Our BI team, working with the retail marketing team, created a plan to test and measure the ‘clicks and bricks’ association. Do online ads drive in-store activity? Are there differences in consumer behavior in different markets? If there are no paid media (online ads) running, do the Facebook promotions and online videos have similar impact?
While we are still running the programs, initial data shows significant impact. Since we can get data of online ad performance by geography (how many clicks we get in San Diego area, for example), we can correlate that with the local market sales data.

We recommend you continue with both paid and social media posts while gathering and quantifying the impact to sales. Once you’ve measured the impact of both separately you can begin to scale back on paid advertising and focus more on social media ads. Remember to measure first! All companies are different and experience shows that consumers react differently to traditional and non-traditional ads depending on the product or services offered.