The organisation treats the IT Department as a separate, back-office function and is the sole problem of the CTO/CIO. The success of the IT Department is measured by SLAs for each tower and is not aligned with end-to-end business outcomes.

The organisation understands how IT impacts all aspects of the business and its ability to deliver products and services to external/internal customers that meet or exceed expectations. Leadership actively invests in technologies that drive integration, enhance data analytics, and the digitisation of business processes. All leaders across the business are committed to digital transformation initiatives.

The IT organisation employs agile and lean methodologies to enable continuous delivery and process improvement. Leaders invest in automation technologies (IPA/RPA) to digitise processes and allow employees to focus on driving innovation.

Companies focused on digital transformation have employed a multi-vendor strategy to receive the right level of service at the best price. Organisations have partnered with Vendors to integrate them within their IT ecosystem, and shift to a pay-as-you-go model to optimise spend and maintain flexibility.

Organisations using traditional IT Operating Models have historically been mired with lengthy procurement cycles, capacity issues, and costly overhead to maintain on-premises IT infrastructure. IT departments have struggled to keep up with demand for resources while maintaining a technological edge. Investments in costly ERP and legacy systems that support siloed functions have created roadblocks to integration and automation.

Today’s leading companies capitalise on new technologies to streamline their IT processes, scale resources to meet demand, improve agility and optimise spend. Cloud first strategies have allowed companies to quickly deploy new services and shift capacity by leveraging Cloud Service Providers. Artificial Intelligence and automation enable these organisations to focus more on creating value for customers while reducing risks related to human error. SaaS, PaaS, and IaaS solutions have replaced legacy infrastructure, improved integration, and allow companies to focus on enhancing their core competencies.

IT organisations were accustomed to spending large sums of money to build massive ERP systems that stockpile data in isolated environments. These systems housed disparate data sets in silos with no integration or correlation between them.

Investments in IT architecture in conjunction with big data, machine learning and predictive analytics has enabled companies to mesh disparate data repositories together to create actionable insights. The increased adoption of SaaS solutions and API functionally has drastically improved systems integration. ClearCost takes it a step further by aligning this disparate data with the IT Financial Management framework to help create cost transparency, align IT infrastructure with services and capabilities, and clearly understand how resources are being consumed by the business.

In the traditional model, Vendor Management was confined to lengthy vendor deals with a limited scope and arguing extensively over price. Not only does this impede collaboration with Third Party Suppliers, but it also constricts organisational flexibility in an ever-changing business landscape and can negatively impact service quality.

Companies focused on digital transformation have employed a multi-vendor strategy to receive the right level of service at the best price. Organisations have partnered with Vendors to integrate them within their IT ecosystem, and shift to a pay-as-you-go model to optimise spend and maintain flexibility.