The technology was not the first problem.
The City of Medina is the county seat of one of the fastest-growing counties in northeastern Ohio. Its assessment found something most technology engagements do not report: the deepest problems were organizational.
An advisor paid to sell software would have found a software problem.
Founded in 1816 and incorporated as a village in 1835, Medina serves as the county seat for one of the fastest growing and most prosperous counties in northeastern Ohio, with a population of 26,190.
The assessment surfaced low team morale, an absence of strategic direction, inadequate staffing, poor interdepartmental communication, and time management problems — before it surfaced anything about systems.
The city had no HR department and no unified team handbook, which left policies inconsistent and staff issues handled case by case.
The deliverables.
Human resources function
The absence of an HR department and a unified handbook left the city without consistent policies and without a defined way to handle staff issues. That is a governance gap, and it was named as one.
Technology direction and resources
Outdated and dysfunctional technology programs were slowing business processes and creating duplicated effort and inaccurate data exchange between departments.
Communication and knowledge management
Ineffective interdepartmental communication produced duplicated work, poor role allocation, and no reliable way to administer teams — the organizational cause behind several of the apparent technology symptoms.
Status and outlook.
Where it stands
Avèro delivered the assessment with recommendations spanning organizational structure, technology direction, and communication.
Why the finding matters
Buying software to fix a communication problem produces an expensive communication problem. Naming the organizational cause first is the harder finding to deliver and the more useful one.
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