One of my favorite questions for analysts and consultants is what small businesses should learn from big businesses. Let me quote Michael Dortch, long time IT analyst now with the Aberdeen Group, from an interview I did with him last spring: "If you are not entirely dependent on IT to do business and succeed competitively now, you will be by the time I'm finished speaking."

When I speak to small business groups and tell them that quote, a few strenuously object. Comments tend to run along the lines of, “I run a flower shop, not a computer company. That doesn't apply to me.”

This knee jerk reaction comes for two reasons. First, business owners love to do what they do, like raise and sell flowers, and often hate the paperwork that ties them to their computer. Second, some people believe “technology” really means “new stuff they can't afford” and forget they run their businesses with personal computers, cell phones, Web sites, e-mail, online purchasing, and accounting software.

What you have becomes old hat, and what you don't have looks scary. Soon, a fear of new, expensive technology gets applied to all technology not already in-house.

I'm guilty of this fear as well, which is why I say “Technology Is Broken” when I speak, while everyone nods in agreement. But although parts of technology are broken here and there, technology has become the tent pole holding up every business today. Unfortunately, sometimes we spend so much time struggling to keep the tent pole working properly we forget to enjoy the tent.

How pervasive is that technology tent pole holding up your business? Try going a full day without using anything with an on-off switch and a display, and see how much work you get done.

At one conference, I spoke to an IT guy working for a wholesale flower grower and distributor. Quite efficiently, his company supports 50 PC users with one Microsoft Windows Small Business Server 2003. Quite wastefully, one IT person spends half of every work day babying an Exchange Server, managing the spam it receives, and keeping it running rather than letting it crash yet again. Half the work day is too much time spent patching your tent pole, but patch you must.

Dortch follows up his IT dependency train of thought by boiling work in a modern U.S. company down to information and processes. Information, such as customer details, what you sell, and where you get products to sell, is the first part. Processes include selling, installing products, and servicing your customers. Every action of every employee can be separated using some type of information or performing some type of process. Of course, the processes need not be high tech, even if the information management is.