Quantum Plus advisors serve a wide variety of clients, from large multi-national companies to smaller organisations, helping them source an extensive array of services from third-party service providers, ranging from traditional data centre or end-user support services, to niche skills that are more difficult to find. We were recently engaged by one such smaller client, which required very specialist skills and services, for an assignment that was limited in size (essentially a few external resources required for a short period of time).
The world of IT supplier management is becoming ever more complex, with a constantly changing array of new suppliers offering fresh and exciting services such as Agile, Cloud and SaaS challenging the established supplier landscape.
How can you choose the best business partner(s) amongst all the noise?
How do you maintain good relationships throughout the term with your current incumbent supplier?
How do you ensure that you receive the value promised at signature?
And how do you constantly strive for the innovation that allows your company to get ahead of competitors?
Is the IT department becoming surplus to requirements?
With the recent proliferation of cloud services and many technology services now being contracted directly by the business, IT functions are having to justify their existence. Business users are often well informed about the functionality they need and where they can procure it directly. Combine this with IT departments which are often seen as “utilities” and it is a signal that IT needs to consider the value it delivers to business partners. Which services should IT be delivering internally and which services are better delivered by someone else?
The most common complaint across all outsourcing relationships is the lack of innovation delivered by the supplier.
No doubt one of the factors which influenced you to outsource in the first place will have been the supplier’s plausible assertions that their broad customer base puts them in the perfect position to identify best practice and innovative approaches and then invest in and deliver pioneering solutions at acceptable cost and risk.
Following on from the group’s inaugural meeting, it was decided that the July meeting should be used to discuss Distributed Agile and how to ensure successful multi-location working.
Hosted from two locations, London and Liverpool, the group was connected via video conference.
The agenda covered the following aspects: