While the sun began entering his workspace, he was already working. John’s thoughts were all about the IT department. Increasingly, he’s noticing several frustrated support staff who, more often than not, need to perform redundant and repetitious tasks just to get the job done. Inadvertently, his quick-calculating IT director mind performed subconscious operations that his conscience mind tried to dispel quickly, but it was too late. The notion had already snuck up on him, and in a single second, he had let his guard down: he had already concluded that their IT department needed a service management solution to respond to C-Level productivity standards.
John knows that his organization faces rapidly increasing costs that are out of her control: competitive pressures, increased facility and human resource costs, expenses related to consulting projects with outdated IT systems, organic growth, further acquisitions and many others. He had no other choice than to follow the consolidation path. He needed to make a strategic change, justify new IT projects and diminish the financial drain being worsened by increasingly non-communicating data systems. “The key lies in how to rationalize IT costs effectively by being consistent with the needs of the business,” he thoughtfully reaffirmed.
John has watched his company’s IT assets accumulate into a hodgepodge of equipment, causing “IT sprawl” that contributed to ineffectively work-floor space and energy overuse. As well, the legacy equipment is redundant and overly complex software must be updated, managed and worked around, causing a loss in productivity to the rest of the teams.
The thoughts that John could not brush aside earlier in the day did drive him to answer the question of how to find solutions to rationalize IT costs. He knew that an efficient IT department could protect his enterprise’s money from “falling through the cracks.” Potentially, his team could save up to:
John’s IT department could save money it had never calculated it was spending. If he implements the service management solution, he will have the chance to rationalize IT costs more effectively in the future by benefiting from process automation leverage and service request centralization.
Coming to this stark realisation, John sourced several reputable companies online and picked up the telephone. He began to engage in valuable discussions and dialogue about their specific IT requirements, consulting with several highly qualified professionals who asked him key questions to reduce the gap between the increasing financial requirements of business and the decreasing budget allotted to his IT department. Here are some key questions and planning elements that were discussed :
He got a good picture and began thinking about an appropriate ITSM solution. An easy-to-use and adapt one.
Out of these discussions, John knew he had to select a provider that he could rely on to interpret his company’s specific information challenges correctly; challenges that may include:
John knows that the above list combines to cause the IT system to become increasingly dysfunctional over time. This translates into an increasing pattern of wasted precious resources.
The service management solution he will choose will respond to his cost reduction need while helping his team with performance optimization, improved collaboration and higher transparency standards.
A service management solution has also proven to increase agility while improving his company’s bottom line through:
Now, he needs to build a case to present the overall project to the management. Sigh. John returned to work with a motivated smile.