TMMI, a Karachi-based technology consultancy firm, is leading the way for technology-heavy digital transformation in Pakistan. They are changing the game for the better at each step of system assessment and incorporation. Central to the firm’s efforts is an innovative approach that places people and process ahead of just technology. Hmar also runs strategic assessments through three primary lenses—adoption, technical debt, and process. This strategy enables agencies to make the most of their current assets or determine when to invest in a new system.
The firm’s process starts with a deep dive assessment of what’s already at work. This vital initial step enables Hmara to determine if clients need to replace or build upon their current tech solutions. By assessing adoption rates, understanding existing technical debt, and examining internal processes, Hmara crafts tailored strategies that align with clients’ specific needs.
“The problem isn’t a lack of tools or their functionality,” stated a representative from Hmara. This lens underscores the firm’s deep conviction. We agree with them that most technology problems aren’t due to the systems themselves, but rather what organizations do with them.
Hmara’s approach to adoption looks at how effective teams are at adopting and adapting to the systems they have. High adoption rates indicate that employees find value in the tools provided, which can significantly influence the decision to optimize rather than replace. “If a system has decent adoption and the team likes it, that’s a strong sign we should explore optimizing rather than replacing,” the representative added.
Technical debt, the second central criterion, means future costs for less-than-optimal systems that ultimately will lead to decreased productivity. Hmara determines if an existing technology can be improved upon or if the technology is too tedious to maintain. This understanding enables our clients to approach the daunting decision of investing in a new solution. It further informs them in improving their existing infrastructure.
The last of the 4Ps, processes, looks at the workflows and operational infrastructure of an organization. “They think technology will fix process issues, but often the real problem is misalignment within the team, undefined workflows, or absence of a shared vision,” the representative elaborated. This one piece of advice really underscores the need to make sure that internal processes reflect the desired business outcomes to truly facilitate the successful integration of new technology.
In a lot of cases, Hmara says, what organizations are missing is an understanding of what their current systems can do. Often, it’s not the system that is failing at all. It’s the fact that there are no consistent processes in place, or the existing ones aren’t aligning with business goals,” the representative noted. They pointed out that a robust spreadsheet can be very powerful. This success depends on the team getting the right training and having the extensive support infrastructure in place.
As organizations continue to pump resources into adopting new technology, Hmara advises several things to avoid. “Just because a system is technically better doesn’t mean it’s the right time to implement it,” they cautioned. Readiness assessment Timing is everything when it comes to successful technology adoption, and Hmara’s assessments ensure clients make informed decisions at the right time.
Additionally, Hmara counters the idea that workers will just adopt new technologies because they are required to do so. “There’s often this assumption that employees will use whatever they’re told to use,” they highlighted. Rather, engagement and training are key pieces in creating the buy-in and understanding that make or break positive reactions to new systems.
If we’re not making teams more excited and efficient at their job, then what’s the point of another expensive CRM? questioned the representative. This sentiment encapsulates Hmara’s mission: to prioritize employee engagement and satisfaction in technology integration.
