Do you feel like you’re caught between a rock and a hard place when it comes to the systems and tools you use to accomplish your work?
On one hand, you have your current internal software systems, which are antiquated, clunky, and inflexible, and as such, they simply are incapable of supporting your complex and ever-changing operations. On the other hand, you could use manual tools, like spreadsheets, email, and paper, which you know are inefficient and cumbersome, to manage your work.
If you’re feeling stuck, it turns out that you’re not alone. In fact, many organizations face the reality of having to choose between these two “less-than-optimal” options on a regular basis. It’s frustrating, and it leaves many ready to just throw their hands up and give up.
At TrackVia, we hear this situation consistently from our clients. We’ve come across the issue so often that we’ve given it a name, the “I Give Up” Gap.
Why the gap has emerged
Understanding the “I Give Up” Gap and ultimately finding a way out of it means looking at why it occurs in the first place. Examining one extreme of the gap, where current, heavy enterprise software resides, helps to clarify why this void has emerged.
of over 500 business and IT executives released from my company, TrackVia, revealed that company leaders feel their legacy systems hinder their ability to operate efficiently. The main limitations they cite when it comes to their legacy systems are the following:
1. Enterprise systems are too rigid, and are not customizable enough. Current software is simply unable to compensate for the modern, and often evolving, work needs of their organization. In fact, 82 percent of executives report having had to change a part of their business operations or process to match the way their software works. Corporate legacy systems are simply not agile enough to keep pace with and support the complex, changing, and critical operations, processes and enterprise work at today’s companies.
2. Enterprise systems take way too long to implement or improve. Frustrated with waiting on requests for already backlogged internal IT or developer teams to fix current software, 76 percent of executives have replaced software programs, because they needed updates or customizations made that simply could not be executed or the software itself could not accommodate. That said, trying to bring in new heavy, enterprise systems still means waiting for months, sometimes years for it to be fully implemented. Additionally, often by the time an implementation project has been completed, operational needs and requirements have already changed. The opportunity cost of the wasted time, efforts, and resources necessary to “rip and replace” systems has become detrimental to companies.