Software solutions - who is driving your IT strategy?

In my last column, I suggested one of the problems firms can face when it comes to technology is that their IT strategy is formulated on a semi-detached basis in isolation from the firm's overall practice (or business) development plan.

But that is only part of the story - an equally critical stumbling block is: who is in the driving seat when it comes to devising that IT strategy?

The answer to this question should be the partnership, as it consists of the people who ultimately will have to pay for the system.

Unfortunately, matters are not always this straightforward.

Partners can easily find themselves passengers as other people, with an entirely different agenda, effectively hijack the IT project.

Among the usual suspects to look out for here are IT suppliers and computer consultants.

For example, is that upgrade they are recommending really necessary and who will benefit from it the most? Will it be your firm, as a result of increased productivity, or them, through increased revenues from sales of hardware, software and system implementation services?

Suppliers are an easy target but also watch out closer to home where you may find that the project is being driven in the wrong direction by a member of your own firm.

It could be your IT manager - technology professionals always want the latest systems.

Or it could even be a solicitor or partner who has been allowed to take charge of the project because they are so enthusiastic about technology but, once again, are more interested in the latest gadgets than the benefits they can bring.

It is an old clich that if something ain't broke, don't fix it, but it is also equally true that if you have an IT system that already does a satisfactory job, think twice before you change it.

This is particularly true with things like operating systems where an upgrade can all too easily lead to hardware upgrades and the replacement of all the PCs on your desktops.

In fact, a number of firms have recently come to the conclusion that although the new Microsoft Windows XP operating system has many benefits, these are far outweighed by the disadvantages and cost, including training, of upgrading from the earlier Windows 98 system.

To remain firmly in overall control of IT projects, partners must avoid being blinded by jargon and ensure that all decisions are based on sound business reasons rather than a sales pitch or an individual's enthusiasm for technology.

Next time I will be looking at some of the ways of evaluating the potential benefits of IT.

Charles Christian is an independent adviser to the Law Society's software solutions guide