Ian Gotts is the founder and CEO at Elements.cloud.
Supercharged by the acceleration of digital transformation, every operational process has been under scrutiny. This has meant nearly every organization has moved some or all of its workloads to the cloud, starting with customer data. This has fuelled the growth of enterprise SaaS vendors, and arguably the most successful has been Salesforce. But they have not been the only winners; Microsoft, ServiceNow, Workday and Google Cloud Platform (GCP) have all seen massive growth.
But the hidden figures are the consulting costs that are required to implement enterprise SaaS. Salesforce reports that partners lead 70% of customer implementations and 89% of customers use partner apps. For every dollar spent on Salesforce in 2019, it was estimated that $4.29 was spent in the ecosystem. By 2021, this had climbed to nearly $5, and it is estimated to increase to $6.19 by 2026. If you take the overall growth of Salesforce revenue over this period, then it represents a 3.5 times increase in revenue for the ecosystem. This comes from IDC’s recent research.
App Stores Are Just Directories
Choosing a partner is as big a decision as choosing the platform. There is too much choice. Salesforce has over 2,000 partners. When looking at vendor platforms, you can evaluate functionality. But how do you evaluate a partner that is made up of teams of people when you have little or no control over who is going to be scheduled on your project?
When talking with a colleague of mine from an analyst firm, he said that he sees a common theme across the customers he is working with. Given there are now thousands of consulting firms for each cloud platform, customers are struggling with identifying, evaluating and selecting the best consultants for their service needs. It is time-consuming, and there is not a centralized hub for insights, best practices or data analysis. Many customers are frustrated, as they feel like they have no clarity on resources needed for a project, the skill level of the consultants assigned, the cost for the project and the proposed quality of delivery.
Obviously, the clearer you are on the scope of the project and the architecture of the solution, the easier it is to narrow down your search. Implementing CPQ requires a different skill set than implementing an omnichannel service call center. Upfront analysis skills are probably portable to other projects, but architectural design, solution design and configuration are wildly different depending on the project.
Picking The Perfect Partner
As I said, you are picking a long-term partner. This is not like picking a restaurant. It is closer to finding a soulmate on Match.com, but with no prenup.
Choosing a well-known or top-tier firm does not ensure success. There are some stunningly good firms that are great in a niche area, such as CPQ, that could be the perfect fit, but an app store search may list them on page five of the results. Who would ever look past page two?
The data in these results can be captured to apply a more intelligent search to shortlist consulting firms. Companies have developed a database based on more detailed questions about partner competencies. Then their algorithms shortlist companies based on a customer’s business requirements. What is important is that the list will surface those firms that are experts and that may not necessarily appear on app store shortlists, which are based on typical size and revenue criteria—or the human bias of the vendor account team. Often, these teams make recommendations based on firms they’ve worked with before without any measure of the success of the projects.
The Devil Is In The Details
The magic is in the probing questions you can ask of possible partners. These questions can be applied via algorithms to create shortlists, or you can ask them yourself of possible service providers:
• What is the intellectual horsepower of the people hired? How qualified are they? How are they trained? What is the ratio of business analysts to architects to designers to admins to developers to project managers?
• How rigorous and complete is their implementation methodology? What is included in their business analysis, org discovery, architectural design, user stories, DevOps cycle, documentation and, finally, training.
• What applications are used to support the methodology? If the answer is MSOffice or GoogleDocs, then you may need to reconsider their bid.
• How do they leave their clients? Are clients able to continue to innovate with well-documented org and ALM processes? Or are they left dependent on the consulting firm?
This is clearly only a subset of the questions you can ask, but it gives you an idea of the depth of analysis that is required to be able to use a data-driven approach and the value of the database that is being created.
We talked to executives who have been both consultants and ISVs. They see the importance of marketplaces as a discovery and purchase model for buyers. However, they also recognize the growth in the number of providers and sellers in these marketplaces has also created challenges for buyers to discern the best fit for their companies. This is why offerings like databases can help buyers and sellers in marketplaces align better.
The size, complexity and risk of implementation projects have driven the need for consulting firms. The success of SaaS vendors has driven the scale of partner ecosystems. Hidden data can be exposed to allow more intelligent algorithms to shortlist consulting firms. This process will highlight smaller rising stars and level the playing field that is dominated by the larger firms that win work through better vendor relationships and bigger marketing budgets.
The real winners are customers, who will find better long-term partnerships that will deliver a higher ROI from SaaS platform implementations.
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Digital teamwork is booming, so it's no surprise that there's growing demand from enterprises for help in implementing collaboration and work management solutions. This in turn is attracting investment into consulting firms serving this demand, such as Valiantys, one of Atlassian's top global consulting partners. Last month the company closed an investment from Tercera, which specializes in growth equity for cloud professional services, alongside a majority stake from private equity investor Keensight Capital. I spoke to Tercera and to Lucas Dussurget, CEO at Valiantys, about the company's plans to drive enterprise adoption of Atlassian. Dussurget says:
We're super excited about the growth journey of Atlassian, and we want to double down ... Until [a few] weeks ago, Valiantys had been 100% bootstrapped, [We] had to learn to run a profitable, sustainable business for 15 years. But we thought the time was right to bring outside investment, because of the scale of our ambitions.
Valiantys is exclusively focused on Atlassian and covers the full breadth of the vendor's products. It was one of the first to expand beyond Atlassian's core market in agile developer teams into broader IT service management use cases, and in 2013 Atlassian acquired one of its apps to become the foundation of its Jira Service Management product. Alongside its agile development and IT service management practices, Valiantys also has a cloud migration practice, and expects to use the investment to build out practices to support enterprise work management and data and analytics.
Broadening the scope of Atlassian work management to bring digital workflows into enterprise functions such as facilities management, HR and compliance is a particular focus at the moment. As well as technology implementation, helping clients adopt new working practices is an important part of what Valiantys brings, as Dussurget explains:
We are, if you want, the customer success arm of Atlassian. Atlassian produces fantastic software. But to realize the value of the software, customers really have to adopt not just a product, but new ways of working, new practices. In the software world, we talk a lot about agile, especially scaled agile practices. In IT, it's a lot about the latest versions of ITIL and having a more agile ITSM. And again, putting agile outside of IT in other teams.
The common theme is bringing agile practices across the board, and having the tools that enable those practices to scale and be successful. That's where we come in.
One example of bringing this agile approach to more general-purpose business processes is a large global insurance company that Valiantys recently helped to digitize its handling of documents for assessment by underwriters. These had previously been managed via a shared email inbox accessed by several hundred people. The process was moved to JIRA, providing improved traceability and a full audit trail, along with tracking of service level agreements, escalation paths and better reporting. As well as boosting productivity, it's now easier to co-ordinate globally and identify areas for further improvement.
This type of project, along with IT service management, increasingly brings Valiantys and its Atlassian solutions into competition with ServiceNow. Dussurget says:
The key reason why we win more and more against ServiceNow [is] the time to value of the platform. ServiceNow is a powerful product, but it's a product that takes a very long time to realize the value of. It's a bit like deploying SAP — you need years of investment to have something that delivers value.
A solution based on JIRA can be implemented in just a few months, and is also easier to adapt when processes change, he explains. Having a single solution that can be used across development teams, IT and other functions is another advantage. The final factor is cost — one large customer reduced its cost of ownership by 60% after switching IT service management from ServiceNow to JIRA, he says. But he goes on to acknowledge ServiceNow's role in helping to create the market:
In some ways, ServiceNow has prepared the ground for us, because they've spoken to many IT departments about what they call enterprise service management, which is that same concept of applying workflow management platforms to non-IT workflows ...
The barrier is often that time to value. It's often the fact you've got hundreds of workflows, they are not standard. Not like IT workflows, which to a significant extent, are quite standardized by frameworks like ITIL. Here, we're talking about business operations workflows that are custom to every single organization out there.
Having a solution that provides a fast enough time to value that it justifies rolling out and investing in having such a solution for a much larger population of users, that's a challenge that [enterprises] are talking to us about.
Change management is an important part of the service offering when implementing this type of project. He elaborates:
When customers come to us, often they've already heard about Atlassian. They even already know that they want to use Atlassian. The challenge that they face is, 'How do we manage that change? How do we get our teams enabled? How do we re-engineer potentially our processes? We understand our challenge, we understand how this tool is going to help us solve it. But we still need someone to manage that change, to manage that transformation.
That's where we come in. We come in to manage those transformation programs. We advise customers on the whole change management, or even we run it for them, from training and enablement to potentially re-engineering processes or reviewing processes, to identify inefficiencies so that we get to our target state.
One further advantage of digitizing teamwork — which Valiantys is already exploring within its own virtual team processes — is the ability to collect performance data and then use that data to Strengthen operations. He explains:
If all your processes are digitized, every single interaction, everything that happens, is a data point that you can mine, and where you can find lots of inefficiencies in your organization. Why are these people doing this? Why is this part of the process taking so long? Why are these people not following the process? You find all these inefficiencies, and you get actionable management information.
That's something that for me — because we do the same thing for ourselves — as a CEO, I love because that continuous improvement idea is great in practice, but when you have the data that you can mine to measure where you have inefficiencies in your processes, and measure also the impact of any changes you're making to your processes, it's really super-powerful.
For Tercera, the potential of this enterprise work management market means that the Atlassian ecosystem has always been on its radar to invest in. Bill Petty, Partner at Tercera, says:
When we launched Tercera 18 months ago, Atlassian was one of the ecosystems that we said, 'We want an investment and exposure to this space.' What Atlassian is doing is going to be scaling to 10 billion in annual revenue, and there's just a massive services opportunity associated with it — and they're a really partner-friendly ecosystem.
Tercera believes its advice will help Valiantys penetrate the enterprise market, especially in the US, where the company, originally established in France, is already growing fast. This coincides with Atlassian itself taking steps to grow its global enterprise sales after last year hiring Kevin Egan, a Salesforce veteran who has held similar roles at both Dropbox and Slack. The opportunity across the enterprise is one that Valiantys is well positioned for, as Petty argues:
Every business is becoming a software business, doesn't matter if you're a manufacturing business, software is becoming core. So one of the service offerings that I'm most excited about, for both Atlassian and Valiantys, is this JIRA agile at scale. In order to do that, and implement it across the enterprise, it really helps to have a service provider who has a presence globally. And there's not many Atlassian service providers that have a footprint that's global, and more importantly, have the deep sophistication and understanding of the product set to help clients deliver on the value they're looking for from Atlassian.
I've long argued that digital teamwork is one of the core application pillars of the modern enterprise, and — despite recent missteps — Atlassian is a key player in that market. I do feel the vendor should make more of the potential to measure and analyze teamwork and thus Strengthen enterprise processes, so it's good to see that this is something the leadership at Valiantys are fully aware of. This seems like an astute investment by Tercera and one that will help Atlassian too as it seeks to expand its enterprise presence.
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Whatever your business is facing, let’s workflow it.
In today’s fast-paced market, where requirements are constantly changing due to the digitalisation of channels and operational processes, there is the need for both innovative solutions and highly structured approaches to analysing, delivering and operating these solutions.
Many large organisations have already adopted the practices of Enterprise Architecture (EA) in order to document and plan their business, technological and governance strategies and processes.
However, the benefits of such practices have already been long recognised and utilised by many other smaller organisations due to the capabilities derived in scalability, planning, long-term cost effectiveness and the ability to facilitate an organisation in implementing Agile methodologies and practices across the organisation.
EA has throughout the years promised a lot; however, many organisations have faced issues with its application due to lack of a holistic management of the IT landscape and incorrect process/service scoping.
An EA framework should be focused around the alignment of IT to the business strategy. This includes the business architecture, application architecture, data and integration architecture, technology architecture, and security architecture.
EA, like many other methodologies, follows certain standards and best practices, and in combination with the proper expertise can drastically alter the long-term potential of the business quality of service and ability to manage the IT total cost of ownership (TCO) and efficiency regardless of the organisation’s scale.
Creating the right processes and defining architecture standards for implementation may not be sufficient. This is because it should be closely integrated with the practices and tools used for managing the business and technological services.
Our approach focuses on skills, competencies and cultural change management
Organisations are facing a rapidly changing technology environment and a strategic alignment to the business strategy will be a differentiator for establishing a competitive advantage, cost-effectiveness and agility in the provision of services to the business.
IT service management (ITSM) is one such area which mostly benefits from a properly implemented EA practice and technological management framework. There are several standards or best practices of how to manage the full life cycle of these services, however, the most prominent one is the IT Infrastructure Library, or as more commonly known ITIL. OpenGroup have also been developing similar framework called IT4IT.
The importance of these guidelines is that through a cumulation of years of experience, they help organisations to restructure their current service operations to be more efficient and cost-effective, or in designing and implementing new service lines with the approach of avoiding as many mistakes as possible early in the project phase, which would otherwise be far more costly later on.
Moreover, they establish a strong foundation for implementing self-service capabilities and automation, that nowadays need to span beyond the traditional on-premises environment to the various cloud environments.
The adoption of EA and ITSM has led to many vendors providing tooling solutions which include cloud management, configuration management, ticketing and IT asset management, among other capabilities.
Vendors like ServiceNow, which has become synonymous with an extensive portfolio of capabilities, help organisations have consistency in the management and operations of its services, but also helps in allowing cost-effective and almost seamless scalability in its operational service lines. Even Microsoft has been extending their service management capabilities to now offer a multi-cloud control plane as organisations are mostly gearing to a hybrid-multi-cloud environment.
EY supports organisations in the application of these practices and the deployment of supporting processes and tools that help the strategic alignment, digitalisation of IT process, self-service capability and automation.
Our approach is centred around bringing the best practices and applying a pragmatic approach in line to the scale, maturity level and organisational capabilities. This has been critical to the digitalisation journey from small to very large organisations.
Moreover, our human-centred approach focuses on the skills, competencies and cultural change management that is so crucial to the success of the adoption of these practices.
EY Engage, Malta’s Technology Leaders Forum, will be held at the Westin Dragonara Resort on June 1 at 11.30am. The event explores how IT enables organisations to become resilient and competitive during times of disruption. Speakers include Pascal Bornet, a globally renowned keynote speaker and author of the bestselling book Intelligent Automation.
Networking opportunities, round-table sessions covering current industry topics, and a panel discussion will also provide a unique setting to collaborate on current industry challenges and trends. For registration, click here.
Michael Azzopardi is EY technology consulting lead, Jiri Prokes is EY technology consulting senior manager and Jean Claude Debono is EY technology consultant.
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Environmental, health, safety and sustainability software company Serenity EHS Inc. has raised $5 million in new funding to expand its operational workflow product offerings on the ServiceNow Inc. platform.
Base 10 Partners led the seed round, which was announced today. Including the new funding, Serenity EHS has raised $5.7 million to date, according to Crunchbase.
Founded in 2019, Serenity EHS offers a management system designed to help customers integrate their existing information technology, human resources and governance, risk and compliance processes on the ServiceNow platform.
Serenity EHS’ software includes support for EHS incident management, enabling any organization to streamline and standardize the management and reporting on any EHS incident. Support for investigation and root cause analysis allows users to perform investigations with support for 5-Whys, Corrective and Preventative Actions and Eight Discipline, common methodologies used to explore relationships underlying a particular problem.
The platform provides sustainability metrics that are said to streamline the tracking of any key EHS sustainability metric and map them to performance benchmarks, corporate or regulatory thresholds or limits. An audit and inspection module helps EHS teams manage all aspects of their audit and inspection programs, while data is also cross-mapped and updated for EHS and environmental, social and governance compliance, integrated with ServiceNow GRC applications.
Serenity EHS became an Elite ServiceNow partner in 2020 and has had early success with name-brand customers in the federal government, manufacturing, retail and energy sectors.
Serenity EHS co-founder Kris Markham sold his first company to ServiceNow in 2015 to help expand its governance, risk and compliance offering. Markham worked with fellow co-founder Peter Oneppo for over four years in the ServiceNow product management organization and future products team.
“We founded Serenity EHS to build on the success we experienced helping companies leverage the ServiceNow platform to drive their digital transformation,” Oneppo said in a statement. “We are expanding what the platform offers to support additional operational workflows tied to EHS and ESG.”
SINGAPORE, Aug. 4, 2022 /PRNewswire/ -- Trend Micro Incorporated (TYO: 4704; TSE: 4704) ("Trend Micro"), the global leader in cybersecurity, recently announced the launch of Trend Micro One, a new unified cybersecurity and attack surface management platform. This launch is a major step towards consolidating a multitude of security products and features in a single platform, enabling customers to better understand, communicate, and mitigate cyber risks.
Businesses in Asia Pacific are on the cusp of a new digital era – finding themselves in a landscape that is rapidly shifting with technological breakthroughs, but also alarmingly plagued with cybercrime and adversaries. With stretched security teams and siloed security products, business and cyber resilience will be challenged as enterprises continue to be pitted against mounting cyber risks.
Trend Micro's unified security platform enables organisations to prepare for, withstand, and rapidly recover from threats, with a more empowered security team. The cloud-based solution delivers a continuous lifecycle of complete risk and threat assessment with attack discovery, cyber risk analysis, and threat mitigation and response. Furthermore, expert services such as Managed Extended Detection & Response (XDR) promises better visibility, 24x7 monitoring, and enhanced threat detection and response.
David Ng, Country Manager, Singapore, Trend Micro, shares, "Trend Micro's platform approach is the product of 30 years of experience and innovation in cybersecurity. We have always been committed to delivering innovative solutions that augment security teams, and that is exactly what we seek to achieve with Trend Micro One – a platform developed by cybersecurity professionals for cybersecurity professionals, so organisations can be their most resilient. By providing cutting-edge technology to help businesses discover the ever-changing attack surface, assess and prioritise the most pressing risks and vulnerabilities, and subsequently mitigate them, business leaders in Singapore can focus on driving their business forward, without worrying about security. This is what it means to be truly resilient."
Trend Micro One collects over 250 billion data signals across diverse cloud and hybrid cloud environments, using native sensors across a growing list of ecosystem technology partners. Inaugural partners include Bit Discovery, Microsoft, Okta, Palo Alto Networks, ServiceNow, Slack, Qualys, Rapid7, Splunk, and Tenable.
Alex Ng, Director of Insyghts Security, says, "Trend Micro's unified approach is an industry-first, and we are excited to be part of their journey to help organisations in Singapore rein in and navigate complex risks that come with digital transformation. Consolidating multiple sources of asset and risk visibility, including Trend Micro Vision One SOC-as-a-service powered by Trend Micro One platform, helps us jointly support overloaded security teams to prioritise, manage, and respond to threats."
"We are proud that our ecosystem partners value integrating into our platform. They extend our platform to make it the most complete in the industry by pulling data signals across endpoints, cloud services, IoT devices, and email. This ultimately helps to deliver unparalleled insights and assessments of lurking cyber dangers to our customers," says Ng.
Within a single platform, Trend Micro One will enable customers to:
To ensure the successful implementation and application of Trend Micro One, Trend Micro and its partners are committed to delivering dedicated end-to-end support for businesses in Singapore. This entails identifying organisational pain points, developing a robust strategy for enhanced cyber resilience, and supporting organisations in navigating complex compliance and data protection regulations. The goal is to ensure that security teams maximise their potential by maximising the potential of Trend Micro One.
Trend Micro One unified cybersecurity platform is available now. To see how it works and find out more, please visit: https://www.trendmicro.com/en_sg/business/products/one-platform.html
About Trend Micro
Trend Micro, a global cybersecurity leader, helps make the world safe for exchanging digital information. Fuelled by decades of security expertise, global threat research, and continuous innovation, Trend Micro's cybersecurity platform protects hundreds of thousands of organisations and millions of individuals across clouds, networks, devices, and endpoints. As a leader in cloud and enterprise cybersecurity, the platform delivers a powerful range of advanced threat defence techniques optimised for environments like AWS, Microsoft, and Google, and central visibility for better, faster detection and response. With 7,000 employees across 65 countries, Trend Micro enables organisations to simplify and secure their connected world. www.TrendMicro.com.
Recent tech vendor earnings calls reveal an emerging challenge for customer CIOs — an increasing number of sales strategies explicitly bypass them.
For instance, on ServiceNow’s 2021 Q2 earnings call, CEO Bill McDermott informed investors, “We have upped our game [with] C-level relationships. Instead of dealing with only the CIO, which is an incredibly important executive to us, we have also created relationship plans across the c-suite.”
Similarly, on Cognizant’s 2020 Q4 earnings call, CEO Brian Humphries touted, “We can show up well beyond the CIO/CTO organization and now engage much more broadly at the c-suite.” Ken Tuchman, CEO of customer solutions provider TTEC Holdings, recently echoed, “More of our conversations are no longer just with CIOs, but they're dramatically shifting to the CEOs and chief marketing officers who are being instructed by their board [to improve] net promoter scores.”
Such proclamations challenge CIO stature and foreshadow possible relegation to implementing systems chosen by other functional leaders. However, if viewed differently, this trend surprisingly hands CIOs long-sought opportunities to increase board visibility, guide strategic decisions and rethink IT budgets.
Managing technology vendors is inherently challenging. Dominant players, such as the large cloud and ERP providers, limit choices and command premium prices. Vendor delivery is often stretched serving many clients simultaneously, while also racing to keep products and services current. Many contracts also impose restrictive covenants with high financial and non-monetary switching costs.
Most of all, vendors indisputably have long-term incentives to entrench their offerings. However, with technology now so central to business models, workflows and data security, it’s customers who ultimately bear the reputational, operational and organizational risks. That’s why CIOs cannot be sidelined from vendor selection.
At a minimum, CIOs who are absent from board-vendor discussions risk being depicted poorly. For instance, on the 2022 Q1 c3.ai investor call, CEO Thomas M. Siebel characterized “IT organizations that build [technologies] in multi-year, multi-hundred million dollar science projects” as “real competitors.” He warned IT’s efforts “come crashing down after a few years. Then we come in and bail them out. It's a natural part of the process and we've got the new technology.”
Boards and c-suites that welcome tech vendors’ direct overtures signal low confidence in their IT organizations. Likewise, CIOs who tolerate such “end-run” forays significantly risk “shadow IT” escalation, diminished credibility, tech talent retention, technical debt bloat and bungled implementation blame.
Alternatively, it is not uncommon to find collaborative sales pitches that still prioritize customer CIO goals and responsibilities. For instance, on Box’s 2022 Q2 earnings call, CEO Aaron Levie explained, “The trends are remarkably consistent across CIO conversations. Every CIO, whether for a 500 person or 500,000 person company is trying to figure out the future of the workforce and workplace. [Businesses] have major vendors that must work together across technologies.”
Ill-advised procurement choices will impair a company’s future. CIOs can avert hasty decisions and inform executive discussions by monitoring current and prospective tech vendors’ investor updates. These regulated disclosures clearly and candidly discuss competitive pressures and sales differentiation.
Such detail can help leaders anticipate sales pitches, better evaluate strategic fit and negotiate more favorable deals. In turn, CIOs reinforce their own strategic role and boost their credibility with boards, c-suite peers and tech teams.
In addition to enhancing c-suite conversations, here are three meaningful leadership actions that CIOs can take to re-purpose vendor sales pitches:
1. Formulate an enterprise-wide technology plan. Vendor successes provide tech leaders ample “best practice” and “pain point” examples to guide strategic investments. However, CEO Dan Adika, on WalkMe’s 2021 Q2 earnings call, points out that despite massive investment, c-suites still face significant hurdles in maximizing tech’s value and effectiveness.
“When I talk to CIOs, the biggest challenge they have is figuring out how their multi-million dollar IT budgets are driving improvement across their businesses. They tell me that their lack of visibility and insight into digital assets and business processes, which makes it very hard for them to extract value from applications, including those that they may not control or even know about,” Adika said.
An enterprise-wide tech plan staves off vendors’ direct selling to non-technology executives, as it provides an agreed-upon central mechanism to screen all IT investments. To gain organization-wide support, CIOs must diligently reinforce how the plan aligns with company strategy, priorities and data needs.
According to CEO Mike Cannon-Brookes, on Atlassian’s 2021 Q1 earnings call, “The CIO’s agenda has never been more aligned with the CEO’s agenda. Fifteen years ago, the CEO and CIO agenda would be marginally overlapping. They now face the same problems - how do I make my workforce productive while we're remote. How do I serve customers in new ways?”
Such challenges are central to successful digital transformation and align perfectly with top-performing IT teams’ expertise and technical competencies. That’s why promoting and implementing a compelling enterprise-wide tech plan that serves cross-functional needs is essential to an IT organization’s reputation.
2. Collaborate with CFOs to rethink IT budgeting. Traditionally, IT finance steering committees set budgets, prioritized projects and oversaw spending, with CIOs cast in unenviable intermediary roles. Zscaler’s CEO Jay Chaudhry argues tech projects are funded faster when boards initiate vendor inquiries.
On Zscaler’s 2021 Q4 earnings call, discussing cybersecurity, Chaudry observed, “First of all, the number of inbound engagement from not just CIO and CISOs, and in many instances, the board have stepped up. When those level of C-level get engaged, the budgets open up, they become less of an issue. When you're dealing with the CIO, whose budget is hundreds of millions of dollars, to [finalize] a few million-dollar deal generally becomes a lot easier.”
Once budgets are allocated, CIOs can leverage vendor experience to accelerate implementation benefits. For instance, on Rimini Street’s 2020 Q3 call, CEO Seth Ravin shared that a client freed “significant IT budget to drive innovation projects and support its corporate initiative to double revenue. [The client] leveraged its savings to help fund five innovation incubator start-ups.”
With compelling examples of how technology drives revenue and frees cash flow, CFOs are more apt to replace IT cost allocations with more strategic financial models. That’s when tech leaders truly become indispensable partners in buying decisions.
3. Promote vendor consolidation. Gartner’s 2020 CISO Effectiveness Survey found that 80% of surveyed tech leaders report high interest in vendor consolidation. Without strong governance, vendor agreements proliferate and result in patchwork IT systems, unused legacy applications and antiquated infrastructure. All drain time, incur hefty costs and undermine cybersecurity.
Alteryx CEO Mark Anderson on their 2020 Q4 earnings call, explained “Any transformation that's happening these days is happening across the executive team, but absolutely with the support and partnership from the CIO. Customers are open to multi-vendor solutions, but they want seamless integration.”
Vendor management is notoriously complicated, time-consuming and tactical. However, CIOs who streamline workflows and speed strategic initiatives are most likely to be rewarded with greater board and c-suite visibility, credibility and trust. A consolidation program helps that cause greatly, as it pits vendors against each other and requires each to justify their ongoing relationship, pricing and terms.
Regardless of vendors’ sales aims and approaches, CIOs must focus on keeping a seat at the CEO’s table — rather than worrying about who’s paying for lunch. Those who do so will be the ones that boards ultimately value, respect and retain.
New research shows the need for more seamless tech; 81% of IT professionals waste more than 10% of their workdays on process and tech inefficiencies
SANTA CLARA, Calif. & PROVO, Utah, June 23, 2022--(BUSINESS WIRE)--Qualtrics (Nasdaq: XM) and ServiceNow (NYSE: NOW) announced today a new app to help Strengthen employee and customer service experiences. Available now in the ServiceNow Store, the new Qualtrics Embedded Insights gives IT and customer service agents a unified view of employee and customer experience and operational data, enabling them to make more informed decisions and take immediate action to respond to employee and customer needs.
Qualtrics and ServiceNow also released new research that demonstrates a critical need for more seamless technology experiences. According to a study of more than 1,000 IT professionals at companies with more than 1,000 employees, four in five (81%) IT professionals waste more than 10% of their workdays on process and technology inefficiencies.
In a study of more than 3,000 customers conducted by Qualtrics and ServiceNow, more than two-thirds (69%) of customers said they switch between two to three channels (live chat, phone, in-person) in order to resolve an issue, and they frequently have to repeat the same information multiple times.
Qualtrics Embedded Insights offers pre-built configurations that allow organizations to see their experience data–how people think and feel–and operational data–such as number of cases resolved and the time to resolution–in one centralized view within their ServiceNow Workspace. Qualtrics Embedded Insights also helps IT and customer service teams identify opportunities to automate routine tasks through a few clicks, not code. Agents can then provide personalized service within ServiceNow for priority and complex issues. The app is the next step in Qualtrics and ServiceNow’s continued partnership, originally announced in April 2021.
"Technology has become central to employee and customer experiences. A single poor experience can have lasting impact as people decide where to work and which brands to do business with," said Jay Choi, Qualtrics executive vice president and chief product officer, EmployeeXM. "Our integration with ServiceNow makes it even easier for organizations to provide excellent experiences from the start, helping employees be more productive at work and customers feel more heard when issues arise."
"The IT architecture is now the business architecture, and service agents are under tremendous pressure to scale with the demands of our digital-first world," said Matt Schvimmer, senior vice president of products and service management at ServiceNow. "Arming IT and customer service agents with the most important information on issues and interactions in real-time and in one place, ServiceNow and Qualtrics are helping agents deliver proactive, seamless and personalized employee and customer experiences that help create lasting loyalty and boost organizations’ bottom lines."
Great experiences drive employee and customer loyalty
Improved employee and customer experiences help increase employee engagement and productivity, as well as customer loyalty. Yet many organizations still struggle to deliver the experiences that employees and customers expect.
For example, the Qualtrics-ServiceNow research found that long wait times (56%) continue to be the most frustrating customer service issue, followed by taking too long to resolve an issue (28%), and the inability to reach an real human (23%).
Qualtrics Embedded Insights gives IT service desk agents and managers a side-by-side view of experience and operational data within their ServiceNow Workspace. Agents and managers not only can understand how quickly they are solving employees’ technology issues, but also how employees feel about their experiences working with IT. This allows agents to make more informed decisions based on what is working and what could be improved.
The app also gives customer service agents and managers a similar, unified view of customer experience and operational data—making it easier to understand what customers are thinking and feeling, and helping agents take more immediate action within ServiceNow to Strengthen the overall customer service experience. For example, managers can initiate in-the-moment service agent coaching based on feedback within their ServiceNow Workspace.
"Technology plays an integral role in the classroom, giving students and faculty the tools to enhance learning, communication and collaboration," said Jon Cheatwood, senior technician at the University of Notre Dame. "The Qualtrics and ServiceNow integration has played an integral role in automating our preventative maintenance process. We are now more efficient, effective and transparent in supporting classrooms, saving over 3,000 work hours across the Audio Video Technologies team in support of our learning spaces during the eighteen months since implementing the integration."
"As the digital landscape continues to evolve, so do the obstacles businesses face," said Penny Stoker, EY global leader of HR services. "To keep up with the pace of these dynamic challenges, IT and technology leaders must adapt the way they approach these problems to develop and leverage new and innovative solutions. By combining experience data from Qualtrics with case management data from ServiceNow, EY is better equipped to understand the experience employees have with tech, and proactively respond to those employee needs. This is especially critical as we embrace hybrid work."
Qualtrics Embedded Insights is available now in the ServiceNow Store.
Learn more about ServiceNow’s previously announced integration with Qualtrics.
Learn more about the Qualtrics EmployeeXM for IT and ServiceNow IT Service Management integration.
Learn more about the Qualtrics CustomerXM and ServiceNow Customer Service Management integration.
Learn about Qualtrics and ServiceNow’s new research.
Two studies were conducted by Qualtrics, in partnership with ServiceNow, between May 10-20, 2022. Respondents were selected from a randomized panel and considered eligible if they live in the United States and are at least 18 years of age. One study looked at full-time or part-time IT professionals working at companies with over 1,000 employees; the total number of respondents is 1,021. A second study looked at consumers who had a customer service experience with a financial services, retail, government, telecommunications, hospitality, technology & IT or healthcare business in the last six months; the total number of respondents is 3,089. Respondents who did not pass quality standards were removed.
Qualtrics, the leader and creator of the experience management (XM) category, is changing the way organizations manage and Strengthen the four core experiences of business—customer, employee, product and brand. Over 16,750 organizations around the world use Qualtrics to listen, understand and take action on experience data (X-data™)—the beliefs, emotions and intentions that tell you why things are happening, and what to do about it. The Qualtrics XM Platform™ is a system of action that helps businesses attract customers who stay longer and buy more, engage employees who build a positive culture, develop breakthrough products people love and build a brand people are passionate about. To learn more, please visit qualtrics.com.
ServiceNow (NYSE: NOW) makes the world work better for everyone. Our cloud-based platform and solutions help digitize and unify organizations so that they can find smarter, faster, better ways to make work flow. So employees and customers can be more connected, more innovative, and more agile. And we can all create the future we imagine. The world works with ServiceNowTM. For more information, visit: www.servicenow.com.
© 2022 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.
View source version on businesswire.com: https://www.businesswire.com/news/home/20220623005339/en/
COLUMBUS, Ohio, July 6, 2022
-The newly created Director of Delivery position will be accountable for designing and executing the strategic delivery plan-
COLUMBUS, Ohio, July 6, 2022 /PRNewswire/ -- MavenNext, a leading, premier ServiceNow partner and technology solutions company, has announced that Michelle Murtha has been promoted to the position of Director of Delivery. Michelle adds delivery and operational expertise, most notably from her 25 years of experience leading IT operations across multiple industries and a variety of technologies.
MavenNext announces new leadership.
Michelle has worked with organizations like Intel, Nike, Columbia Sportswear, and StanCorp Financial Group, to name a few. Her expertise comes from a combination of working with these organizations and other high-tech retail, healthcare/pharmaceutical, and local government agencies. Michelle's background is centered around application development and implementation, governance and control, and process design and implementation across various projects and programs.
In Michelle's words, "I want to make a significant difference to the customers I serve by digging into the root causes of problems and addressing issues at the core. Solutions are much more than technology—they involve people and processes as well as organizational culture." As an advisor, she considers all obstacles to success and works with leaders to define strategies that address the varying needs of each organization.
Michelle's specialties include IT service management, ITIL, ServiceNow®, IT operations management, incident management, asset management, identity and access management, governance and compliance, business service management, integrations, reporting, and HR technologies.
Michelle holds a bachelor's degree from Portland State University in Social Science, Business Administration, and Information Services and Quantitative Analysis.About MavenNext:
MavenNext is a new type of ServiceNow partner—one that encourages both the Now Platform expertise and human transformation needed in today's digital world. The team builds resilient services that mobilize your world of work with seamless workflows, reduced software spend, and customized MavenCreate®. Their proprietary MavenCreate enables clients to realize the full potential of the Now Platform.
Learn more at www.mavennext.com.
Contact: Katherine Gioffre, firstname.lastname@example.org
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Disruptive IT advisory and execution specialist, CloudStratex, has been listed by the prestigious Sunday Times 100 for its impressive growth.
An annual ranking of Britain’s fastest growing private companies, the Sunday Times 100 2022 list recognises the success of independent, privately-owned UK businesses with a minimum £5 million turnover.
Sponsored by Barclays Private Bank, the Sunday Times 100 was published on 1st July 2022, where CloudStratex was ranked as the 27th fastest growing independent company and the fastest growing IT provider within the UK.
Established March 2019, CloudStratex is an outcome-focused firm, dedicated to the implementation of technologies and practices that enable Enterprise organisations to achieve operational efficiency, integration, and resilience through its own incubation and knowledge transfer techniques.
Since inception, the programme delivery and IT advisory specialist has established an innovative reputation for teaching businesses ‘to fish’ by showing them the value of self-sufficiency for continued growth and development.
Having secured an impressive portfolio of global Enterprise clients including MunichRE, LV= and The Ardonagh Group, CloudStratex exceeded a £18 million turnover for its third full year in business, ending June 2022 – marking a 112% revenue growth year-on-year, whilst increasing headcount to 150.
Achieving a position on the Sunday Times 100 is not only representative of CloudStratex’s accelerated growth, but also reinforces the value of its innovative and disruptive approach to the IT market.
Adrian Overall, CEO of CloudStratex, confirmed: “In just over three years, CloudStratex has grown from a desire to disrupt and transform the conventional IT consultancy model into a multi-million-pound organisation that has not only taught enterprise organisations to fish, but is also focused on driving the operational resilience, integration, and efficiency space forwards.
To be listed on the Sunday Times 100 is a genuine dream come true and one that validates not only our unique approach to market, but also the dedication and hard work committed by all members of the CloudStratex team each and every day.“
Headquartered in London, CloudStratex has already secured several industry accolades, including ‘Scale-up Entrepreneur of the Year’ at the 10th annual Scale-up Enterprise Awards, AWS partnership and ServiceNow ‘Premier Partner’ status in record time, together with a global award for ServiceNow Consulting.
Focused on developing the next generation of business technologists and leaders, the accelerating business has also developed its own Talent Academy, which offers funded technical and business professional qualifications and certifications, and now comprises of a growing team of 28.
This was posted in Bdaily's Members' News section by John Stone .