How Your Workplace and My Sprinkler System Are Similar

sprinkler
Last week, one of the sprinkler heads in the front yard blew off, creating a geyser. Upon explaining the urgent water containment issue to my neighbour over the phone, I got a simple recommendation. “Buy a new head, dig out the dirt around the pipe, and install it.”

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Piece of cake, right? My neighbour has the proper tools, possesses the knowledge and experience, and even has a great relationship with the local sprinkler supply company.

I, on the other hand, don’t.

Putting this anecdote in a business context, how many times has someone recommended you do something, but failed to tell you how?  If you’re not experienced, the prudent path is to focus on core competencies and let someone who specialises in the activity handle it. Most likely you could learn how to do it, but you probably don’t have the tools, resources, or experience to do it efficiently. Just like my quandary with sprinkler tools—what does that even mean?

This scenario often rings true when it comes to consulting services. An organization hires a consultant for help with a problem and receives a report explaining the required solution… but the consultant didn’t explain how to rectify the issue. And the consultant certainly isn’t accountable for long-term success.

When it comes to the often daunting need for enterprise transformation, leaders need a partner who can understand the current state, recommend options for the future, and help implement change. Even better: if the partnership includes managing operations to ensure the workplace follows continual improvement strategies.

The Roadmap to Digital Transformation

The path to becoming a digital workplace isn’t linear, and enterprise leaders need a solid roadmap before any change can begin. Transformation often requires the re-examination of old business models, prompting the realization that people will need to work differently because the old ways no longer add the value they once did.

Most enterprises also need an additional focus on digital services, such as operating model transformation and business process optimization. Even more challenging is making an adjustment to organizational culture and change. The key is to find a partner that can balance the needs of the organization and the employees in a fair, efficient, and productive way. This is where Enterprise Services really shines.

“HPE has been helping clients transform their operational environments and achieve their key business goals for more than 40 years, Laura Parker, Segment Manager, Mobility and Workplace Global Practice, Enterprise Services, explains in The Record “We have been, and continue to be, a leader in this space because we partner with software vendors like Microsoft to ensure we can provide our clients with the services, advice, and technologies they need to move their business forward.”

What the Modern Enterprise Looks Like

Enterprise transformation is not driven by any single technology. At HPE, we describe this liberated digital workplace as the modern enterprise—combining a consumer-like experience with enterprise security and instant collaboration. Chris Moyer explains in an interview that a modern enterprise has a flexible and mobile working environment where personalized, role-based services and information are available quickly and seamlessly on any device, anytime, and anywhere.

To successfully transform, CIOs must have a laser focus on business innovation and frequently rely on advisory services for help. The good news: A previous article in Business Value Exchange shows you how Enterprise Services can advise enterprise leaders on areas where there is a need to develop strategy, while still delivering the experience, partnerships, and services needed to implement, manage, and continue to improve the workplace experience for employees.

In other words, you can leave the “sprinkler” work to us.

For more information on how HPE can assist with digital transformation, see “Helping Enterprise Clients Move to a Digital Workplace.”

Linda Laer

Author: Linda Laer

Linda L Laer, MBA and Global Product Marketing Manager for Employee Empowerment and Customer Experience services.  Linda’s career in technology services spans operations, account management, and product marketing. Linda has a Bachelor’s degree in Marketing from Arizona State University and an MBA.