Optimizing Technology Spend
Optimizing Technology Spend
Staying Ahead of Technology Blind Spots.
Now, more than ever, companies and their operations are at the forefront of change. The seemingly overnight shift to a largely remote workforce, required many organizations to rapidly deploy and expand key tools. These rapid deployments may have required quick decisions focused on the near-term productivity, rather than longer term viability. The move to a remote workforce is actively challenging every organization with an accelerated and dramatic pivot to digital transformation initiatives.
As organizations began rapidly closing offices, moving the complete team to a remote workforce became a test for some organizations to validate the business continuity plans, as well as pressure test the efficiency of key enterprise systems. Many organizations were forced to use collaboration platforms like never before and find new ways to communicate. There were many wins. However, many organizations found challenges in at least one of the following areas.
- Capacity – As a result of increased demand IT organizations were driven to add a significant amount of capacity to systems, such as VPN, remote conferencing platforms, and collaboration platforms.
- Unmet Needs - In some cases, organizations did not have the platforms in place to meet the key needs of their end users. These organizations were driven to adopt and rapidly deploy solutions across the organization.
- Legacy Systems - The rapid migration to a remote workforce exposed solutions that reaching the end of their useful life. These solutions simply could not be easily extended to meet the increased demands and requirements, forcing businesses to use expensive workarounds.
- Multiple Solutions - In some cases, organizations subscribed to and deployed one or more technology solutions. This resulted in confusion and inefficiencies which required rethinking how people interact with systems, the processes that are or need to be in place to drive business and support efficiently, and the inter connectivity between technology solutions.
In order to right size technology solutions across people, process, and technology organizations had to focus on the following:
- Pivot from technical deployments to business process enablement and enhancement
- Evaluate the impact of these changes effecting upstream and downstream business processes and policies
- Provide a more complete consideration to how changes affect the user experience and overall security posture
As we've seen that many organizations have been quite successful in a remote workforce model. However, there are certainly opportunities for improvements and considerations for new needs and process changes. This becomes increasing more important as organizations consider having their entire or portions of their workforce remain in a remote model for the foreseeable future. The rapid move to the remote model, has confirmed several key questions that once challenged a fully distributed workforce. Key takeaways include:
- Yes, businesses can operate effectively in a distributed manner
- Yes, some processes need to change
- Yes, some organizations need new tools
- Yes, our pets can be the strangest office mates
As organizations find their "new normal", there will be new challenges for the remote workforce. Company leaders must begin to ask the following questions to determine overall "readiness" to operate effectively, efficiently, and meet the needs of their team members and regulators.
- Tools & Capabilities: Is the remote workforce optimized with the tools required?
- Governance & Risk Profile: Has the remote model introduced new risks or increased known risk and exposure ? Is the annual risk assessment still valid?
- Technical Deployments: Were the rapid deployments completed correctly? Will they create issues down the road?
- Digital Asset Management: Are digital assets being managed effectively and correctly?
In order to address these questions, a rapid assessment framework can be used to assess the following:
- Application Assessment – Identify and assess the use of applications within the environment to identify:
- Overlapping Solutions: Identifying overlaps in functionality and provide visibility where applications can be extended to solve unmet challenges
- Unmet Requirements: Identify the unmet needs and assess current solutions that may fill the need
- Technical Deployments: Identify solutions that may benefit from redeployment, creating efficiencies and future scalability
- Service Level Assessment – Evaluate the service levels and support needs. These assessments enable visibility into costly support areas, enabling organizations to understand where support costs exist and how best to maximize spend
- Cost Assessment – Evaluate licensing models to determine if their are opportunities to renegotiate software costs
- Integration Assessments – Evaluate the integration of key solutions within the organization to enable a more efficient flow of key data across business processes and within systems
Not sure where to start?
Altum's methodology provides for a pragmatic and results driven outcome. We will work with you throughout the process and share leading practice information that is tailored to meet the needs of your business. Altum's team members are well versed in the business application landscape and have helped organizations, evaluate, select, negotiate pricing, and deploy these solutions resulting in cost savings and productivity gains.
Our methodology, the Altum Way, helps organizations navigate these assessments efficiently and drive meaningful results. Altum Strategy Group is committed to helping your organization navigate the ever-changing business climate and developing long-term strategies for critical operation systems within your company.
- Risk Management
- Maximizing Technology
- Digital Transformation
- Efficiency and Effectivness
- risk mitigation
- looking forward
- Remote Workforce
- Separation of Duties
- Software Selection
- Privileged Access Management
- Supply Chain Management
- User Access
- artificial Intelligence
- supply chain