How Teleconvergence Keeps Up with Developments

Many Clients have wondered how we (or anyone) can possibly stay on top of all the developments and systems in a particular field or market. We don't know about anyone else, but for us, the answer is simple: we don't.

It’s neither reasonable nor practical to fully keep up with today’s outpouring of new technologies and system announcements. Why be concerned about services or products that may never exist or ever become supported in your local area -- or even anywhere -- by a trustworthy vendor?

Not only is it impossible to reliably distinguish among alternatives that are leading edge, bleeding edge, and falling off the ledge, but there’s usually no reason to climb out on the limb in the first place. Although the early bird risks a lot to get the worm, the second mouse doesn't risk much getting the cheese. Teleconvergence clients do not retain us as consultants to make martyrs out of them. There's no need for them to pay extra for the privilege.

The Teleconvergence approach focuses on a client’s specific needs as opposed to potential solutions to everyone's needs. For example, when possible, we try to determine the technical sophistication and actual needs of a client’s employees. New systems or methods may be a stretch for intended users, but they should never be out of reach.

Modern technology enables organizations to perform previously unthinkable activities, but it cannot determine by itself whether they should. That's why we initially spend much of our time helping clients identify driving requirements and isolate their real priorities. Most clients have a good idea what they want; we help them flesh out how to get where they want and what else they may need once they arrive.

Clients naturally focus on applications that get the job done. While we do that, too, we also strive to create an infrastructure that permits future growth without having to rip everything out and start afresh every five years or so.

Technology is always a means and never the end. If management doesn’t specifically know where it’s going or what it wishes to achieve, then there’s no reason for it to pay for extra baggage like an unquestioning and equally clueless consultant to keep it company.

Teleconvergence must be convinced we can be of help to a potential client before we will even discuss consulting arrangements. How else can we be sure to keep our clients’ business interests first?