28 01732 759725 and business leaders a practical model for improving technology adoption, strengthening accountability and ensuring workplace systems continue to deliver value long after installation. Chris Gore, who co-founded SPOR Group with business partner Christopher Spence in 2019, says DITAM has evolved over five or six years based on mistakes made and lessons learned when the two started out. “I have a military background, so my mind is very process-driven. I like everything to happen in order, and if something happens and there isn’t a process that sits underneath it, we create one because my goal is to achieve success by following a repeatable model,” he explains. “We started out installing screens and early on recognised where we had challenges and what we needed to do to overcome them – ‘We didn’t design this properly, so before we integrate, we need to get the design right, so the integration becomes much easier’. That’s the ‘D’. Then, we found that clients sometimes complained that service response times were quite slow. ‘Is there a pattern to the callouts? Well, yes, the pattern is users haven’t been trained properly’. That’s the T. We need to train the users, and train for the lowest common denominator, an office manager who doesn’t know technology. That’s how DITAM evolved.” Evolving capabilities For this reason, DITAM also reflects how SPOR Group itself has changed and expanded its proposition and capabilities since 2019. “In our space, there’s really five big AV companies and they all tender for £3 million, £4 million, £5 million projects. We saw a gap in the market, where companies with a budget of £250,000 weren’t necessarily being looked at because the large AV companies were too busy doing £4 million projects. Down at that £250,000 level, companies were having to bring their requirements in-house, creating another job for their IT design stage, and are then not retained to monitor and manage the solutions once they have been deployed. Because AV experts are often brought in once the office floorplan has been defined, walls erected, lighting and cabling installed, furniture brought in, it can be too late to make the changes needed to get the best out of new meeting room technology, resulting in compromise and a sub-par user experience. In many instances, the outcome is not a collaborative, productive working environment, but unhappy employees, lost business and over-burdened IT departments. DITAM framework In the second half of Work Isn’t Working, Gore explains how businesses can avoid these mistakes by adopting a DITAM framework. Standing for Design, Integrate, Train, Asset Manage and Monitor, this gives CIOs, IT directors, facilities managers You’re in a boardroom squinting at a screen at the far end of a long table unable to see what’s being discussed; you’ve joined a meeting remotely, from home, but can’t hear what the CEO is saying; you have an important meeting with a potential client but the meeting room camera is broken; you need to finish your report but can’t find somewhere quiet to work. If these scenarios sound familiar it is because they’re all too common – so much so that Chris Gore, co-founder of specialist AV integration business SPOR Group, has written a book on the subject called Work Isn’t Working. His thesis, spelled out in the first half of the 118-page book, is that major investments in meeting room technology and digital workplace solutions often fail to deliver the desired results because the providers and integrators of those solutions are not consulted early enough in the process, i.e. at the Why do so many office moves fail to achieve the desired results and what can you do to make sure yours is a success? Chris Gore, co-founder of SPOR Group, tells James Goulding it’s all about the process Meeting expectations AV Chris Gore
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