The design and deployment of technology, particularly systems like your company's Enterprise Resource Planning (ERP), is not a neutral process. These systems, while ideally meant to streamline processes and increase efficiency, will inevitably favor some users, groups, or customers more than others. This bias may not necessarily be a negative thing, but it does underscore the need for CEOs to approach technology decisions with a keen understanding of the power dynamics at play.
When we discuss about technology in this context, we are indeed discussing politics. This is not about the traditional party politics that dominate the news cycle, but the politics of information access, influence, and decision-making within an organization. Technology, in this light, is not just a tool but an embodiment of power structures and relationships within the organization. It's about who gets information and who makes decisions along the process flows that are ostensibly powered by technology.
As leaders, CEOs need to balance the different power groups along the process flows, and make decisions that shape the power structure for years or decades ahead. This means understanding the political landscape of their organization and taking that into account when making technology decisions. It also means being aware of the potential power imbalances that certain technology decisions might exacerbate and working proactively to mitigate them.
As CEOs, embracing technology is not just about staying ahead in the digital age. It's also about understanding the political implications of those decisions within your organization and strategizing accordingly.