ten suggestions for system integrator companies

I think system integrator companies play a critical role in the IT sector because most of the world’s giant IT firms have to sell their products or services to customers through these companies. I have been in collaboration with most of the active system integrator companies and had the chance to observe their business models. So, I would like to make ten suggestions to them which I am going to try to explain step-by-step.

One, they have to specify a service owner role in their organization so that they can let their customers communicate with just one person as a single point of contact. Currently, this role seems to be represented by their sales teams. For that reason, their customers have to contact with many people to meet their expectations.

Two, they should utilize their technical employees to apply current technologies into their IT environment so that they can represent the latest products in an efficient way.

Three, I don’t think money should be their primary target.

Four, unproductiveness shouldn’t be a reason for these companies to offer their services at high prices.

Five, it has come to my attention that there is usually a single hero in most of these organizations who tries to save the business by himself. At the end of the day, the so-called hero becomes snowed under with work and leaves the company unexpectedly. What should be done is to delegate the hero’s responsibilities across the company in order to create multiple heroes.

Six, they have to manage employee circulation and growing business smoothly so that they can keep customer satisfaction high.

Seven, in order to let their employees get rid of their IT problems, they should establish an IT department. They should avoid benefiting from their technical employees to sort out their IT problems.

Eight, they should take expertise into account instead of personal relationships while hiring employees.

Nine, they should work with a brand independent business model.

Ten, they should not get out of date.

managerial added values

To me, managerial proficiency is more important than high level expertise in success. From this, I have always believed manageable IT environments should be established to decrease cost with commitments expected from IT departments. And this awareness should be kept refreshed by IT directors to look over IT matters continually to achieve high quality. The point of this article is to share with you two beneficial approaches to manage IT departments successfully.

I would like to try to show you some wrong points I have observed to clarify the first approach. It has come to my attention that plenty of companies have to spend more than seventy percent of their IT budget to keep their existing IT environments up and running due to expensive agreements consisting of unnecessary contents, routine expenses which are unaccounted and hiring employees who don’t have enough know-how. Besides, infrastructures not established by expert people that eventually cause incidents, applications bought without too much thought and time invested for them, delivering poor quality and improper service and hardware which doesn’t have care pack are some other reasons why companies have to spare such a budget. Instead of doing this, they should leave considerable amount of their IT budget to transfer new technologies to their IT environment. In order to use the IT budget efficiently, the above points should be looked over or eliminated by the IT directors.

Furthermore, technological products become complicated day after day. For instance, we can say that the first Microsoft Outlook launched just had a ‘Send and Receive’ button, but now the new one is so complicated. In other words, it has been built up with amazing features. That’s why we have to consider simplicity while carrying out IT projects not to allow them to make our life worse because products are already complex. The other approach we have to have is consolidation. We have to consolidate everything related to IT environment. We have to keep them as simple as possible. On the other hand, we have to balance expectations of business. In addition, we can use the 4P (People, Process, Product, Partners) formula which is explained in the Service Design book of ITIL to drive our work smoothly. I would like to finish this post with an impressive example. A global company in the food industry was able to decrease from 18 brands to 2 brands and from 178 models to 13 models through the consolidation approach with printers.

Please feel free to comment on my post or ask me any questions.

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