The technology used in the print and mail industry is changing rapidly. Every year, equipment speed and capability is improving. It’s challenging to buy for the present and keep an eye toward the future. So how do we solve today’s issues and prepare for tomorrow’s needs?
There are 4 key principles to follow when buying and planning:
- Recognize uncertainty – Nobody knows exactly what’s going to happen tomorrow. We certainly don’t know what changes will occur 3 to 5 years from now. It’s difficult for leaders to admit that they can’t predict the future, but they must recognize their limitations in order to prepare for an uncertain future. Your plans should include several options for when the future doesn’t cooperate, and events turn out differently than projected.
- Clearly state known issues – Enumerate and describe the challenges facing your organization today. Consider the business problems facing your internal and external customers and how you can help alleviate those issues. Make a list of the operational problems impacting your unit. Expand on the list with the reasons for each problem.
- Describe probable future events – Using recent trends, think through what’s likely to take place in the next 3 to 5 years. Look at the changes in volumes of different types of documents your company is sending to its customers, and the methods for sending those documents. Examine the price points for buying or leasing new equipment and software. Review the innovations being introduced by industry leaders. While you can’t guarantee the future, these indicators can help you estimate what’s possible and probable.
- Prioritize – Consider the likelihood of events and the impact on business requirements. For example, will hybrid work environments impact the future delivery of documents? Yes. But by what percentage for which types of documents? You also need to consider how your company will react to changes in technology. Do they aggressively adopt new methods, or do they wait until the market has taken a certain direction?
The term “future” can mean several different timeframes beyond “tomorrow”. For some businesses, planning more than 5 months out is considered long-term. But for other companies, long-term means 5 to 10 years. When buying technology, focus on the expected life of the purchase. Most software and equipment in the printing mailing industry only has a lifespan of 3 to 5 years.
Of course, before you can move forward, you must understand the starting point. There’s an old saying that you can’t get to where you want to go unless you know where you are. What good is a map if you don’t know where you are on that map?
Produce an accurate description of your operation today, including measurements and metrics for the work being produced in your operations. Create process maps that illustrate workflows, identify critical points, and demonstrate what technology is used at each step. That technology may be basic (e.g., mail carts and offline folders) or modern (e.g., scanners and inline booklet makers).
The information you collect provides a clear picture of where you are. Knowing where you are allows you to create a bridge to a future state. A future that’s grounded in reality.
Creating your vision isn’t something you would do on your own. The idea may be yours, but you won’t be alone in bringing that idea to life. You want to engage others – both internal and external – to help you.
Internal resources include your employees, your management team, and the departments that are your internal customers. Your employees deal with the issues every day. Uncover what ideas they have about improving the situation. Talk with your management team about their vision, and how your department can support their plans. Meet with the various departments you service, including billing, customer service, claims, etc. Understand their goals and their expectations.
Externally, consider reaching out to the customers of your company, your peers, and industry experts. If possible, work with your marketing and sales departments to survey customers about the documents they receive. Through your network, especially fellow members of IPMA, discover how other companies have approached their problems. No matter how innovative you think you are, someone else has already implemented your ideas. Learn about their successes and failures before you buy.
This information leads to even more research that’s key to preparing for success in the purchasing process. Search the Internet to find who offers which products and services. Check out vendor websites and have literature sent to you. Read publications like In-plant Impressions, reviewing both advertisements and articles about the products and services you’re investigating.
Use trade shows like the IPMA Educational Conference and IPMA Road Shows effectively. Visit vendor booths, especially vendors you don’t know. Take the time to meet and network with fellow professionals. Find out who’s using what vendors and why. Collect business cards and ask permission to follow up with additional questions. And then follow up with those vendors and your expanded network.
We can’t know the future. We can’t control the future. We can only control how we prepare.
Mark M. Fallon is president and CEO of The Berkshire Company, a consulting firm specializing in mail and document processing strategies. The company develops customized solutions integrating proven management concepts with emerging technologies to achieve total process management. He offers a vision of the document that integrates technology, data quality, process integrity, and electronic delivery. His successes are based upon using leadership to implement innovative solutions in the document process. You can contact Mark at [email protected].