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Equipping with knowledge: why it's important to understand technology (and not just buy it)

It’s well known that digital transformation is knocking on the doors of the working world, and companies—regardless of their industry—are striving to keep up, equip themselves, and adapt to this wave of technological change.

This initiative is not a bad thing. However, in the rush not to be left behind, the urgency for new solutions, and the need to be part of the shift, companies often approach technology adoption quickly, uninformed, and even unconsciously.

"I buy technology, therefore I exist" or "The more, the better" are common misconceptions when incorporating devices. But here's the point: equipping yourself is not the same as providing solutions that make the most of the acquired technology. In other words, technological innovations alone do not create real change. They must be accompanied by processes—and most importantly—people.

“Every time we talk about transformation or change aimed at achieving an organization’s goals, there are three key components involved: Processes, Technology, and People,” explains Gabriel Gordon, Digital Workplace Lead at Newtech, a company that not only equips organizations but helps them learn about technology and how to best adopt it within their environments.

Equipping vs. Enabling

When discussing equipment, two concepts emerge that help distinguish between simply equipping and truly enabling teams: Project Management and Change Management.

Considering the three components mentioned earlier, Gordon highlights the difference: Project Management focuses more on technology—such as implementing a new application, management system, or hardware device. It involves planning, tracking, and executing tasks to fulfill a clear and measurable tech implementation goal, whether related to hardware or services.

In the case of Change Management, the focus is on people—those directly impacted by the changes brought by the project. “This brings questions, anxiety, resistance, or acceptance from the people involved. It requires a lot of communication about what is changing, what is expected of them, and how the change affects their daily tasks,” Gordon explains.

This distinction makes it clear that Project Management is measured by whether the project has been implemented. It has a clear end, deadlines, budget, and technical requirements. On the other hand, Change Management includes an ongoing phase: reinforcing the change. “This is usually more challenging, as it involves guiding every individual within the organization. It’s measured by the speed of adoption, actual usage by employees, and user competency,” the expert adds.

Both disciplines must work together and support each other to successfully implement any transformation.

The distinction between the two helps us understand why equipping is not the same as enabling. “Hardware is no longer the solution to tech problems. Today, most integration issues are solved through services, not hardware,” says Manuel Viskovic, Service Lead at Newtech, a company that supports these processes.

Gordon adds that for maximum impact, “the people who use and interact with this hardware or these systems—such as video conferencing equipment—must adopt these new devices.”

Proper usage will also make meeting rooms and collaborative hybrid spaces more effective, especially when paired with systems like Microsoft Teams.

Its openness makes it easier to transition between spaces and devices while maintaining high-quality shared audio and video experiences. Moreover, it offers reliable, managed, and up-to-date systems that ensure meetings run smoothly, paired with intelligent devices that give everyone a voice, wherever they are.

This collective learning enhances productivity, and when teams reach high competency, the change will have a more positive and lasting impact on the organization.

The Purpose of the Integrator

In this context of new hardware adoption and training, the role of the technology integrator becomes crucial. Their role ensures that companies not only avoid overspending (and suffering negative consequences) but also know exactly what, how much, how, and where to deploy new technologies.

Without education, there is no adoption. The consequences can be significant if organizations choose not to educate and train their teams. Viskovic notes this often results in “assumed system errors,” which, at the organizational level, translate into “increased IT support hours, more support tickets, and frustration from the improper use of tech tools.”

Gordon also points out that another major risk is low adoption of new applications, systems, or devices, which leads to inefficient collaboration. “This makes people default back to old habits, undermining the value of the investment and, ultimately, the transformation the organization is aiming for.”

To avoid falling back into those habits, it's also crucial to design physical environments that support this transformation. Modern collaboration spaces promote agile work, enabling face-to-face and virtual interaction with the right technological infrastructure.

That’s precisely why technology integrators step in—to ensure the right decisions are made regarding available infrastructure and the technologies to be implemented.

This is how companies like Newtech aim to raise awareness that systems are not infallible or limitless. They always have proper usage methods and are designed to meet specific needs. And above all, to reaffirm that knowledge is the key link to using technology correctly, in the right measure, and always in favor of transformation.

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