What's happening? As I've discussed in previous columns, there are forces at work inside many organizations that drive technical innovation, but they are not always the constructive forces we might expect. Sometimes projects are driven by a senior manager--maybe even the CIO--who is looking to build visibility for his or her organization. Some managers seem more interested in having exciting initiatives to tout at their professional association meetings than delivering business value through technical innovation. A similar phenomenon is occurring a few levels down the org chart, where network professionals feel constant pressure to stay on top of the latest technologies. These folks are motivated to work on interesting initiatives by technical curiosity and career aspirations--and there aren't many projects more interesting than wireless.
A Different Perspective
Recently I attended a presentation that focused on the organizational and societal impacts of mobile technologies. How refreshing. It involved an analysis of how the pervasive use of cell phones in the workplace can change patterns of interaction and blur the lines between home and work life. I relate to that every time I must decide to whom I will give my cell-phone number. I gave it to a salesman once because I anticipated being late for a meeting, and from then on received about a dozen calls on my cell from the guy--both during and after work hours, even though he had my office number. Finally I had to tell him to stop being such a pest.
In many circles, social norms quickly emerge regarding the appropriate use of mobile technologies. But as is the case with any new technology, norms may take longer for some people to appreciate. Last year I had a student who took two phone calls during class. Afterward I made my norms clear, and it never happened again.
With the number of mobile workers increasing in today's organizations, the cell phone and other mobile technologies, like wireless messaging, are both a blessing and a curse. It's easy to understand the value of a technology that lets a mobile sales force, for example, have up-to-the-minute access to product and customer order information. But where do we draw the line? Once employees are equipped with instant round-the-clock access, how will management's expectations change? Should your manager feel free to call you any time of the day or night on your company-supplied cell phone? How does mobile messaging change expectations regarding the turnaround time for responses? These are questions I'm willing to bet aren't being asked at many organizations.
Luddite! Who Me?
After hearing the aforementioned presentation about the impact of mobile technologies and listening to the spirited conversation that ensued, the gentleman sitting next to me commented, "That's the reason I don't have a cell phone." His remark almost distracted me from checking my missed calls log. But the lesson for IT professionals is a good one. Just because you can do it, doesn't mean you should. If technologists engage in mobile and wireless initiatives without an understanding of organizational needs and cultural norms, they'll be headed for some heavy disappointments. Let's not put the cart before the proverbial horse: Don't institute technology for technology's sake, no matter how cool the technology is.
Send your comments on this column to Dave Molta at dmolta@nwc.com.
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