- A business services organisation did not recover all of the fees it was due because of poor quality customer data
- A telecommunications firm received a large licence charge from a major enterprise software vendor because they had unwittingly exceeded a key licence metric
- A transport business continued to provide maintenance services unnecessarily for buildings that it had sold off
- A government department delayed an expensive but critical applications upgrade in order to reverse engineer a business case for the project
- A utility company had no software support in place for an application because the two people who had the necessary experience took redundancy in a re-organisation.
26 June 2012
I am going to start this blog post with a quiz. Which of the following scenarios is the odd one out?
18 June 2012
I regularly see questions in the press and in social networks along the lines of: “What is the right amount to spend on IT?” Often the debate descends into variations of: “It depends.” For years I used to smile quietly to myself as I watched these debates. Why? Because I had the secret formula! Simply count the number of knowledge workers in the organisation (better still the number of full-time equivalents) and multiply by a unit price (until recently £4K - £5K) and you would be pretty much there. Oh, I know there is a lot to challenge with my formula but it was much quicker, easier and no less accurate than all the debate or a benchmark from one of the big analyst firms. Unfortunately, in recent years, my secret formula has stopped working so I turned to some of my trusted advisers to find out what had happened and help me fix it.