Managed Services It’s a rich price to pay just to maintain new technology,
especially if the project fails to meet the expectations of the business. Aſter multiple attempts to get it right with only small progress, the illusive promise of ROI may seem unreachable unless something changes. So, what approach should more modest medium-sized organisations take to avoid the many transformation trapdoors?
The blueprint for success Te answer lies within managed services. Adopting this approach enables customers to onboard solutions faster, with greater transparency on cost, timescales and added value. In a traditional professional services engagement, the
consultants tend to move on from a project aſter implementation and onboarding has been completed. In contrast, a managed service provider believes this is just the start of the process and is dedicated to extracting maximum value from any enterprise soſtware purchased. Managed services are oſten agreed on a fixed price and basis
that covers everything in an all-inclusive style arrangement. For example, if a new integration or functionality is needed, it’s included in the agreed package, so developers will build and implement a request at no extra charge to the customer. Tere is no professional services-style delay and protracted conversation about price and waiting for extra budget. A managed service provider works as an extension of a client’s
in-house team, with shared goals and a commitment to achieving the business outcomes the customer desires. Communication is key, especially when planning each phase of the implementation process, and having a long-term view ensures a continual roadmap of work for developers to focus on.
a prospect hard to digest for medium-sized businesses, whose transformation needs are equally pertinent to their success. How do they begin to reconcile all these factors, so they too can confidently take the leap into purchasing the solutions they need that could make the difference between stagnation and profitable growth?
The template for failure Suppliers put a lot of time and thought into helping organisations select the right vendors and solutions, but their help tends to stop at the point of selection and doesn’t address the different ownership models and their suitability for different company types. The point after vendor selection is arguably when the real
work begins, and organisations need all the help they can get. Most tech companies assume those businesses purchasing the solution will take on all the responsibility and risk, regardless of whether they do the work themselves or use professional services to help them. For smaller enterprises, even accessing the help of expensive
professional services may not result in success, usually it is only done until budgets run out. When this happens, many businesses decide to take everything back in-house, away from the consultants. This can be particularly stressful for everyone involved as the business could suddenly realise it now has to face the reality of full ownership of a software development team that costs over seven figures to maintain per annum.
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“It’s a rich price to pay just to maintain new technology, especially if the project fails to meet the expectations of the business.”
2023 –A year of change New enterprise-wide technology platforms present the ideal opportunity for change and to improve on poor-performing processes and manual ways of working. Te chance for everyone involved to benefit from new skills development and contribute to the success of the initiative, should not be undervalued. Targeting processes that offer the most potential value for redesign, simplification, standardisation, and automation, will help create success by leveraging an enterprise solutions’ extensive capabilities.
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