The Big Picture
I was taught by people much more clever than me not to pay attention to features, but look out for benefits. Not only me but entire team I belong to has the same mindset. Real journey that everyone in industry should take when considering changes or improvements through technology & culture is defining benefits and evaluating them. Final step of that journey, and probably most painful, is justifying bright, shiny and attractive features against benefits. No one likes to do that, we are all just like kids, fascinated by "look what it can do". It's human to be this way... some might even call it "normal".
We can easily identify two possible outcomes of being fascinated by features;
1. Having .. and using for brief period, something that brings no real benefit
In this case, there are no benefits at all. It is very similar to impulse shopping. It works for many manufacturers driven by pure sales results instead of delivered benefits. But again, it's just human, that is how world works for those who seek sudden, short-term adrenaline boost. Luckily, I have no experience with this from any perspective (neither as a solution provider, nor a consumer)
2. Being blinded by some excellent features so much that journey towards real, long term benefits actually stops right there
This one is really interesting. It happens when "patient" (any industrial organization) suffers from certain acute problem that is usually trivial and should have been resolved long ago (normally, those trivial problems are causing huge financial losses). Looking at the whole through prism of acute problems causes shortsightedness. It also causes sudden adrenaline rush because the acute problem is resolved in matter of hours with very small investment of time and money. Difference between this situation and first case is that there are benefits; discovered and evaluated. Low fruit is there, so let's just stand over there and look happy.
That is the problem!
Being momentarily happy and self-satisfied stops the journey. Many people experienced this during their Root cause analysis process. Stop at certain point because result looks nice.
Discovered benefits at this point are only tip of the iceberg. Obviously, it depends on where you stand and look at it. Standing too close gives very small angle and only acute problems are visible. As a result, it works as a band aid on cancer, not very well at all. Stepping away gives much wider angle where all systemic shortcomings (potential benefits) are clear. This is often recognized through reactions and comments like;
"this feature really resolves my problem", "this way we perform better" and "this affects everything and everyone".
You can clearly recognize the decision making level of each person giving those comments. From execution level, through departmental level, to high management level. All three levels are, beyond any doubt, equally important. Still, depending on which comment is actual driver of decision and implementation, you will have a tool, routine or strategy.
I am sure you can connect tool/routine/strategy roles of technology with my/departmental/organizational needs and see it as a clear determinator of how significant and sustainable the benefit will be.
So, will it be tool, routine or strategy? Will it be technology only or will it include culture change? Will it be at personal or departmental level or will it connect everyone? Does the initiative come from downstairs or upstairs? Both? Are communication channels clear?
It should be a simple decision, knowing the benefits that are possible, to invest in the right solution. Yet, human nature can still override common sense and the bigger picture gets lost in useless glittery features that do not advance us to our end game. (remember, the Dutch bought New York City for a basket of beads). Maybe the sales guy showed how to push buttons on a device and stopped there, maybe the real problem organization face was not clearly identified, maybe interconnection between needs and solutions across different departments were not recognized, maybe .. too many maybes
In addition, when technology is created to be no more than just a tool, or it is but there is no real support and education to help in implementation and/or explanation .. things can become little bit disappointing, or only simple, small, primary benefits are achieved.
Well, we want more than that.
LUBExpert was created with strategy in mind, as a big picture solution and it needs to be implemented that way. Entire Condition Based greasing idea offers much more than just digital ultrasonic screwdriver.