The typical SMB manager’s approach to IT budgeting used to be pretty straightforward. Keep it lean. Keep it simple. Avoid change as much as possible. Fix what’s broken, and upgrade when only necessary.
And since there’s often a vocal group outside of IT that’s unhappy with change, you would think twice before you made a major investment into a project that might have a disruptive effect. That doesn’t work too well anymore.
Learn more from Red Level’s COO, Janet Tyler on how “disruptive” is no longer a bad thing in order to stay competitive.