No garden-variety u2018over budget and behind scheduleu2019 project failures here. Weu2019re talking spectacular failures that disrupt supply chains, delay the reporting of financials, and blow up the careers of seemingly competent executives.
Choosing a hyperscaler includes a series of seemingly unrelated decisions that must be assessed and made with a target end-state in mind. You will likely only get to make this decision once, so youu2019d better get it right.
There are some common reasons why a transformation steering committee may fail to engage—from a lack of motivation to a bias toward inaction, Here's how transformation leaders can overcome those blockers.
Across all markets, transformation programs that have been on hold for close to a year are being launched or relaunched. Here's how to make sure your transformation stays on the right track and lower your systems integrator spend by 15-20%.
Though the SI's proposals focus on the benefits the client is intended to receive from these quality reviews, the SIs are actually realizing a large portion of the benefits. Hereu2019s how to ensure you benefit as well.
There can be a significant pay-off for clients who enable a multi-vendor model to support their transformational programs. However, companies need to be prepared to put forward the effort required to enable the capturing of program benefits.
With the average size of renegotiated contracts ranging from $20-40 million and renegotiation frequency increasing, customer negotiating teams can no longer hand the perceived switching cost advantage over to the vendors.
Knowing what matters most to your current cloud vendors, those you are considering and those you ultimately add to your portfolio of cloud products and solutions in the future, will help you assess what leverage you have when it comes time to negotiate your initial deal or your upcoming renewal.
Recognizing and acknowledging your own blind-spots can be tough to swallow, but wouldn’t you rather understand your blind-spots before you start your journey rather than when you reach the precipice of a failure?
You have probably invested a great deal of time and effort selecting your SI and more than likely written them a few sizable checks. So how do you end the relationship once it's clearly become one-sided?
Whether you are establishing an outsourcing relationship for the first time, preparing for a sourcing event, or getting ready for a painful renewal discussion with your incumbent service provider, there is no circumstance where an outsourcing agreement should be executed without each one of these items first being addressed.
While reading u201cInto Thin Airu201d, I started drawing some parallels between climbing Mount Everest and deploying a major ERP system. The software you buy is the path that you choose to climb the mountain, and the System Integrator (SI) is your commercial guide. You put your trust in the SI to prepare you for the journey and make a significant investment of both your time and resources to complete the trip, just like those that trusted their lives to the mountain guides in 1996.
Companies today typically staff major programs with internal talent who spend a majority of their time engaged in the day-to-day operations of the company. Their participation in projects is typically infrequent and usually part-time. Contrast this with the consulting business model.
Nearly 9 out of 10 companies plan to divest assets in the next two years, but effectively executing a divestiture from an IT perspective can be a complex and challenging process. These are a few of the common software headaches companies run into when divesting parts of their business and why properly addressing these issues in your software or cloud agreement well before a divestiture is of utmost importance.
Here are five of more than 30 risk points to address in the construction of an MSOW. You should consider all program risk points prior to signing off, rather than waiting until after the signing of the MSOW to conduct the first risk assessment.
The selection of the partner who will usher in your digital transformation is just as important as the software you choose. Common errors in selecting your consultant can mean long delays, business mismatches, higher costs or worse.
Program managers must regularly check the health of four different kinds of relationships to increase their chances of developing a successful program. Otherwise, they'll face their own version of the 'Prisoner's Dilemma.'
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