In 1984, when I left the Navy, I went to work for my mother’s company. Being a tech guy, I bought a Tandy 1000 desktop computer and a Dot Matrix printer. Wow, it was so cool and a massive breakthrough in time management.
My mother had grown the business from our kitchen table to 12 states and the District of Columbia. Our field staff would dictate reports, snail mail them into the office, and a secretary would put their headphones on, listen to the tapes, and type them out on a typewriter, then give them to a supervisor who would read them, make changes, and then send them back to the secretary to be re-typed. As we all know, the computer killed that process.
I remember calling my mother (on a landline) and telling her this computer will make it so you will no longer need all these secretaries. This would save us thousands and thousands of dollars for a small investment in this new technology. I learned a valuable lesson from that phone call. My mother said, "Great, run out and buy 100 of those, and I’ll fire all the secretaries today." Even though she was sarcastic with me, the message was loud and clear—much planning had to be done to implement such a dramatic change.
Blending tech with people and processes is a challenge, and when done poorly, it creates poor results. Every time you consider new technology for your restaurant, ensure it solves a problem that will create a return. That return needs to be measurable, and it needs to be beneficial to the bottom line in some way. Maybe it creates a better guest experience or helps make your people's work processes easier, faster, safer, or more enjoyable. Maybe it increases revenue. Whatever the case, considering all touchpoints, you must create a plan to introduce the technology while keeping the end goal in focus.
Here are a few things to consider:
- What is the cost of the technology?
Hard to determine ROI without knowing the cost.
- Does this technology play nicely with all the other technology you have?
Make sure you ask the vendor and get it in writing.
- Once implemented, what processes will it impact, and how will those processes change?
I like to call this “unintended consequences prevention.” Review all processes related to the tasks this new technology supports carefully and adjust accordingly.
- Who is writing the new processes?
Designate a person by name to be responsible.
- What is the learning curve for the people interacting with the new technology and processes?
Be honest about this; if you cut the time too short, some of your staff will not handle the new technology well, and it will create issues at the most inopportune times.
- Who is creating the training?
The first option is that the vendor should support training with a program for everybody using the technology.
- Who is doing the training?
Designate a person by name to be the trainer and ensure that person is or becomes an expert on the technology before teaching anybody else how to use it. I also suggest that all managers and the owner become experts as well.
- What is the human impact of this technology?
Will this technology eliminate jobs, and if so, how do you feel about that? Will you let people go or transition them into another job? These types of things will be determined as you rewrite the necessary processes. Are your people capable of learning how to use the new technology?
- What are the benefits of bringing in this new technology?
If you can’t name one or more benefits of having this technology, do not get it.
- Will this make your restaurant a better place?
If the answer to this is no, then do not get it.
Before you sign on the dotted line with the technology vendor, ensure you have answers for these considerations and that you are ok with those answers. Involve your people in this process and get their input. Then write your transition plan incorporating all this information and create a timeline. Be prepared to make changes on the fly because, as we all know, nothing is as simple as it seems.
Technology is great when it works, so make sure your plans include what happens if this new technology fails and ensure your people know what to do. Make sure a process is in place in the event of a technical failure and that the process includes what to do when the technical failure is fixed.
Technology should be incorporated into every aspect of a restaurant. Suppose you can find a way to blend each new piece of technology into your operational menu without sacrificing that high level of hospitality your guests crave. In that case, you will find even greater success.
How hard can it be?
Bryan Meredith is the Restaurateur Coach. With over 25 years of hospitality experience blended with over 15 years of technology experience, Bryan brings a wide range of knowledge to help understand how these two worlds can peacefully work together. As a former owner/operator of an independent BBQ joint in Charlotte, N.C. operating four locations plus concessions, five Professional Sports facilities, and managing over 250 team members, he gets it. Currently, he writes articles, speaks at industry events, and serves as a restaurateur coach.
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