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One of the reasons for this problem is the fact that the owner-manager may not have prioritised ICT as a functional area. ICT is seen more as a “nice-to-have”, something that you should have but could do without. The owner-manager should rather think of ICT as an essential function, like accounting, and either outsource it or employ someone permanently for it.

Planning the ICT implementation is essential if any business wants to employ it successfully. This means planning what to use, how to use it, when to use it, who is going to use it, what alternatives to use if it is not working, the infrastructure of it, how to grow it, when to retire it, etc. These are very important questions to answer before implementing ICT – it is critical to have someone with the right knowledge and expertise answering them.

Recommendations Knowledge is the answer to decision making, therefore the owner- manager needs to be equipped with ICT knowledge or surrounded by knowledgeable ICT people. The SME needs to establish ICT as a function, with ICT represented at the strategic level with input into decisions affecting the future direction of the business. The SME should have a dedicated person or group with the main aim of driving and looking after the technology needs of the SME, with the relevant powers to be able to execute such decisions.

As suggested by the literature on page 28, the ICT decision makers should include different roles, such as leader of technology (warrior), translator of technology (interpreter), documenter of technology (clerk), and holder of special knowledge (priest). The objective in assigning roles is to make ICT more manageable and less intimidating. It is thus vital to employ ICT staff with experience and knowledge of their work, to ensure

MIT 840

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