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Don’t Blame Your Device, it might Be the Play Calling

By | Network, Technology Value Rationalization | No Comments

Last week during the New England Patriots NFL game, legendary Patriots head coach Bill Belichick swore off, and at, his Microsoft Surface tablet. According to Belichick, “I’m done with the tablets,” They’re just too undependable for me. I’m going to stick with pictures, which several of our other coaches do, as well, because there just isn’t enough consistency in the performance of the tablets. I just can’t take it anymore.”

But is the normally terse and non-expressive coach’s angst with the Surface justified? It is worth noting that Belichick is also disillusioned with other communications systems and technologies that are now an integral part of professional football, like the ones between the press box and the sideline and between the coach and the quarterback. “Those fail on a regular basis,” he said.

If Belichick’s frustration sounds familiar, that is because it is. Digital-minded customers, value-chain partners, competitors, employees, devices, and machines sharing vital information and analytics unceasingly deluge your network at furious and unrelenting speeds. Unfortunately, many networks are not designed for that level, intensity, and diversity of traffic.

So after years of serving as the mundane, unsophisticated, and unknowable component of the technology stack, the Network is enjoying a revival as the critical element in optimizing IT service delivery. Especially since IT is viewed as both business enabler and strategic advantage in a business climate characterized by rapid-fire innovation and fierce competition. Which depends on agile, scalable, ubiquitous, and ‘always on’ network connectivity.

The downside is network traffic is growing at a much faster pace than your budget, forcing business leaders like you to provide increasingly greater network capacity at continually lower costs. Worse yet, according to Forrester, the cost of maintaining organization operating systems and equipment (MOOSE) will rise to 75% of your budget this year, up from 70% in 2012. Deloitte, and other leading industry research experts and analysts say that figure could be as high as 80%. Either way, it is enough to make you want to hurl your tablet downfield.

 

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Technology Value Rationalization, or TVR™, is an emerging discipline that ensures network connectivity keeps up with the Business Technologies that drive exceptional enterprise performance. TVR accomplishes this in two very important ways: 1) It justifies and logically explains why specific technologies are used and at what cost (your business case); 2) It makes your organization more efficient by eliminating unnecessary cost and waste.

Peter Christy, of 451 Research writes, “In 2016 the increasing need for enterprises to become ‘digital’ in order to be competitive will increase the motivation for agile networking and will increase the importance and value of software-defined and virtual networking.”

Diagnosing the root causes of poor network performance is the first step in reestablishing network’s primacy in your organization. But where do you go from there? There are more choices than you can fathom when transforming a network built on the foundations of legacy systems to one that accommodates As-a-Service technologies in a way that allows you to fully capture the inherent cost and connectivity benefits.

ACLIVITI invented the APEX™ Technology Value Rationalization framework so you can seamlessly transition from legacy systems to As-a-Service technologies—like UCaaS, CCaaS, SD-WAN, BDaaS, IaaS, Managed Hosting—in an accelerated, efficient, and cost-saving manner. The four-part APEX framework has been proven in diverse enterprise environments, from global manufacturing to international law firms, to the leading worldwide e-commerce marketplace. In each instance APEX and the TVR process uncovered valid and provable opportunities to invest IT expenditures more wisely and with greater positive impact on the desired business outcomes.

Don’t allow frustration, anxiety, and unmet expectations to fester across your enterprise. Or like Coach Belichick, people might blame their devices with devastating consequences. You can read more about TVR™ and the APEX™ framework at acliviti.com. Or call Brett Heniken at 312.517.0300 and discover how you can ensure your network keeps pace with the turbulent on-field action that defines your organization.

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How business gets done. Better.

By | Technology Value Rationalization | No Comments

By: Matthew Crabtree

Chicago, IL — Technology Value Rationalization, or TVR™, is a new way of measuring technology investments for enterprise IT leaders.  The discipline was started and is being led by Chicago based technology consulting firm, ACLIVITI.

Company co-founder and CEO, Ryan Young said, “We developed TVR to counteract some of the biggest challenges facing IT leadership, c-suite executives, and line-of-business directors in a rapidly changing marketplace.  IT leaders are expected to be strategic and innovative, but spend a majority of their time putting out fires and operating and maintaining core systems. We help them eliminate or at the very least diminish the impact of this paradox while validating the value of IT investments across the enterprise.”

“The backbone of TVR is the belief that all businesses are able to rationalize their IT investments”, Young explained.  ACLIVITI’s approach to rationalization is two-fold, first it justifies and logically explains why certain technologies are used and at what cost. Second it makes the organization more efficient by rethinking IT in a way that eliminates unnecessary costs.

As IT spending continues to grow, so too does the number of products, features, and functionality that the business has access to.  The gap between what is being paid for, what the business needs, and what they are actually capable of using was dubbed the “Consumption Gap” by authors J.B Wood, Todd Hewling, and Thomas Lah in Consumption Economics, The New Rules of Tech. This is exactly the type of scenario Young says his team sees everyday. Young elaborated on their theories, “TVR helps you be proactive and confident and obliterate that consumption gap while improving business outcomes throughout the organization. Because technologies are better aligned with business strategies.”

According to Wood, Hewling, and Lah, “’good enough IT’ is becoming a reality.  The real danger or challenge for clients is apathy, indifference, and and overwhelming reluctance to take action.” Research from IDC has shown that doing nothing is the worst mistake you can make.  Embracing the As-a-Service economy delivers benefits in many key areas for the IT business unit.

KPIs of XaaS
Yet, according to research from HfS, almost two-thirds of the enterprise market is not ready to adopt the As-a-Service economy within the next two years, leaving the benefits it provides behind.

ACLIVITI addresses the issues of consumption gap and decision paralysis by providing a fact-based, data-driven, and proven framework for executing a Technology Value Rationalization program. “Clients usually retain us because they have a vision of where they want to go, but are struggling to build the timeline, transition plan, and cost/ROI models to support specific business cases.  We sit on the client side of the table to help them organize these efforts and we provide program and project management services, as needed, to help accelerate the transition,” Young added.

Apex FrameworkYoung went on to say, “We recognize there are a multitude of executives who embrace the values and motivations behind TVR.  Investing millions each year in IT shouldn’t be a black hole of spend. It can be measured and improved to drive business growth and provide a strategic advantage. TVR is not only the means, but a movement towards a better state of IT.”

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What mountain are you trying to conquer?

By | Uncategorized | No Comments

How the “Guided Client Experience” makes the journey more efficient and fruitful

by Ryan Young and Joe Rice

The year was 1953. A British expedition team comprised of ten world-class climbers, under the disciplined leadership of Sir John Hunt, was growing increasingly weary, wary, and anxious. The June monsoon season and its perilous conditions of heavy snow, low visibility, and avalanche would soon be upon them. Yet they remained woefully short of the ultimate goal—cresting Mount Everest.

The adventurers reached a suitable staging area for a final push to the mountaintop on May 21. From there Hunt selected a two-man team of elite climbers for the initial attempt on the summit. The expert mountaineers courageously assaulted the veiled and foreboding rock. But dangerously short on oxygen and blinded by a thick cloud of wind-whipped snow and vapor, the duo made a hasty retreat, incapable of perceiving how close they were to completing the historic feat. It was later revealed the pair turned back a mere few hundred meters from the peak and a lifetime of fame and international notoriety.

Extreme urgency gripped the remaining climbers, as time for seizing the opportunity grew short. After carefully assessing each team member over the course of the expedition Hunt called on Edmund Hillary, a 33 year-old New Zealand beekeeper and arguably the most mentally and physically prepared mountaineer for navigating Everest’s steep and icy ascent. Then, in an inspired stroke of insight and wisdom, Hunt looked past his team of world renown experts and paired Hillary with Tenzing Norgay, a Nepalese Sherpa who only one year earlier led a Swiss team to within 1,000 feet of the untouched peak.

Equipped with knowledge from his previous attempt and a lifetime of experience at such imposing altitudes, Norgay skillfully and expertly guided Hillary on the fastest path for reaching the summit while minimizing risk. On May 29, 1953, just before noon, Norgay and Hilary reached the 29,035 foot apex—the first human beings to literally stand on top of the world. To this day Edmund Hillary is known as the “First Guided Client” to crest Everest.

You too are destined for great accomplishments. All you need is a capable, knowledgeable, highly experienced “Client Guide” for assessing, planning, and leading you on the best possible route for reaching your inspired goals.

In the world of enterprise Information Technology, ACLIVITI is that partner.

ACLIVITI is 100% focused on helping you execute cloud and managed IT transformation through Technology Value Rationalization (TVR™), a data-driven, fact-based discipline used for validating IT investment.  We even invented a framework called APEX™ for facilitating the process.

You have a vision for aligning information technology and telecom with the organization and business processes that drive it. But figuring out a workable timeline, transition plan, and cost/ROI models in support of the specific business cases involved is a daunting challenge. As your partner, the ACLIVITI team helps you analyze, plan, evaluate, and execute transformational strategies that rationalize the business value of your IT investments. Program and Project Management services are included in the solution eXecution phase to help accelerate the transition. 

TVR benefits enterprise IT on two levels: 1) TVR justifies and logically explains why specific technologies are used and at what cost (your precise Business Case); 2) makes your organization more efficient by rethinking IT to eliminate unnecessary cost and waste.

IT is how business gets done in the modern enterprise. From financial reporting, to supply chain integration, to e-commerce, to payments, to client and team member engagement—IT is both business enabler and strategic advantage in your quest to acquire and retain loyal customers.

But strategic advantage does not come from the technology itself. It is gained and maintained through process alignment and relentless focus on technology’s capacity for achieving and continuously improving business outcomes. Technology Value Rationalization (TVR™) is your means for ensuring you have the right technology for the right use, at the right time, at the best possible cost—all based on value delivered to the business.