Information Technology

[ctitle title=”Information Technology ” font_size=”25″ big_border_en=”true” uppercase=”false” position=”left” css_animation=”left-to-right”]
[product_feature title_font_size=”20″ font_weight=”normal” description_color=”#777777″ description_font_size=”12″ style=”2″ orientation=”toleft” icon=”fa-usd” icon_bg_color=”#075caa” icon_size=”20″ target=”_self” title=”IT Cost & Performance Effectiveness”]IT cost effectiveness is an adaptive approach to track and optimize IT contribution to the bottom line. Composite benchmarks help establish a competitive baseline and drive performance management.
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[product_feature title_font_size=”20″ font_weight=”normal” description_color=”#777777″ description_font_size=”12″ style=”2″ orientation=”toleft” icon=”fa-keyboard-o” icon_bg_color=”#075caa” icon_size=”20″ target=”_self” title=”IT as a Service (ITaaS)”]Agile ITaaS provides scalability, market responsiveness and enables faster changes. Ensure repeatable service levels where it matters. Tailor your IT to fit your needs. Get a healthy IT and re-discover the possibilities.
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[product_feature title_font_size=”20″ font_weight=”normal” description_color=”#777777″ description_font_size=”12″ style=”2″ orientation=”toleft” icon=”fa-briefcase” icon_bg_color=”#075caa” icon_size=”20″ target=”_self” title=”IT Strategy”]IT and Business must collaborate for the Greater Good of the enterprise. IT strategy both enables the business plans and provides innovative ideas. This is the framework the business has been looking for.
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[product_feature title_font_size=”20″ font_weight=”normal” description_color=”#777777″ description_font_size=”12″ style=”2″ orientation=”toleft” icon=”fa-users” icon_bg_color=”#075caa” icon_size=”20″ target=”_self” title=”Strategic Sourcing – Enterprise-DNA”]Nurture competencies that matter to your business; decide which value your providers should deliver. Strategic sourcing can strengthen your IT and be a business differentiator. Cultivate your DNA.
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Technology performance is a critical success factor for the value chain and for establishing a business. Running effective operations sustains growth and profitability. Continuous changes in technology, people and the industry require strong collaboration between the servicing of the business with evolving technical capabilities, the execution of sometimes complex projects and natural organization layers. IT Excellence enablers are:

  • Cost Effectiveness
  • IT Strategy
  • IT as a Service
  • Strategic Sourcing

Leveraging best practices to achieve IT Excellence improves performances and restores the value that technology brings to the enterprise and the customers, in a measurable way.

[ctitle title=”Strategic Sourcing: choices make a difference” font_size=”20″ big_border_en=”true” uppercase=”false” position=”left”]

Because of the cost saving bias, sourcing functions and competencies is often a low-bidders game, where everybody loses.

Take a hard look at the skills and competencies that make the DNA of your business, and nurture those. Meanwhile, using a value-based framework, determine where you need a strategic partner, a commodity provider or an advanced provider.

Your providers might have ways to innovate and find value added solutions that are beyond your reach, because this is their business, not yours.

Focus on your value chain, outsource risk as well as costs and invest in what will make your business win in your markets!

The best innovations often originate with a group of people from various backgrounds thinking about a non-linear solution. How much do you leverage the ideas of your employees, partners and providers?

Varian Medical Systems beams particles (protons) to treat tumors without  invasive surgery

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[ctitle title=”Innovation can be a great differentiator” font_size=”20″ big_border_en=”true” uppercase=”false” position=”left”]

Innovation can be a great differentiator, inspiring and making both customers and employees feel good about the company and the brand.   But innovation is hard to find, harder to catch and operationalize. It is also inclusive of providers, partners, even customers, which innovative traits can positively reflect on the brand.

A best practice is to create an “innovation engine” that funnels rough ideas and give them a chance to compete on fair grounds. Bottoms-up and open-ended innovations are not R&D, and should be managed differently, but are not exclusive of each other, and actually resonate with each other. Best practices can make this easier and more predictable.

Employees and leaders are likely the best assets: why don’t you give them a chance to bring their best value to the table?

Modern practices in innovation leverage in-house talent to continuously foster improvements and new ideas, while fundamental R&D is taking care of the systemic research. At the intersection of the two resides the capacity to expand research into incubation with field-savvy practitioners and to suggest new paths to R&D coming from emerging ideas.

We can do it.