Services for IT Providers
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Services for Clients |
- Visualize & quantify impact of innovations
- Gather & validate functional / non-functional requirements
- Support the sourcing process
- Plan & support transition & transformation
- Evaluate contracts for improvements
- Education, training, enablement and applicability of quantum computing
- Vendor, product and service selection for quantum computing
- Quantum security via technology partner(s)
Our leadership team has been working in and around IT outsourcing and IT professional services for decades, supported by strong data analysts and data scientists. Significant skills and experiences (leadership team has 80 years and many billions of dollars of deals done), backed by an IT/CBM software model. We are 'a mile deep' in this area. Been called 'our secret weapon' in prior roles re: outsourcing advisory work (just ask for examples of our work).
In this short video, Jeffrey shares thoughts on outsourcing advisory, and key drivers of unlocking value in IT outsourcing.
In this short video, Jeffrey shares thoughts on outsourcing advisory, and key drivers of unlocking value in IT outsourcing.
The Founder's sourcing experience
Summary
Jeffrey (founder) started his career building (KPMG Consulting) and co-leading (McKinsey & Company) sourcing practices. He has worked in three outsourcers (Siemens IT Solutions & Services (now part of ATOS), Hewlett Packard Enterprise (when it had EDS), and IBM Global Technology Services (the ITO business). Served clients to negotiate and renegotiate agreements, and helped service providers with price benchmarks. Large deals with large impacts.
The Model
Long ago (1994 in Rosemont, IL - near O'Hare Airport), the founder built his first 'total cost of ownership' model for enterprise commercial clients to buy technology and all services required to support and maintain it. It was a success and was advertised in Computerworld magazine. Over the years, the founder built models for client engagements, benchmarks of IT costs for suppliers and clients to use to price deals, and even an IT benchmarking software to help automate IT consulting for enterprise IT clients. It did not work for hyper-scale computing (thank you software giant, now cloud giant, for pointing that out to my partners at the time), but it did work for typical enterprise commercial clients.
In one memorable case, the founder built a model for end-user computing and field support for a large health insurer. The model not only provided structure for the deal process, allowed the client to build and maintain competitive advantage into the deal, but became a relationship building topic for both parties that ultimately allowed them to build trust...and sign a deal.
Now, US Advanced Computing Infrastructure, Inc., is working with Chordia Consulting who brings an IT Outsourcing model that was independently built over decades inside a large outsourcer and used to educate, mediate, and lead that outsourcer and clients to build lasting commercial relationships based on trust and shared understanding of IT economics.
The Article
Somewhere around the year 2002, the founder wrote an article "Renegotiating for Value" that described a successful approach to reviewing and updating IT outsourcing arrangements. It had been successfully been deployed across about a dozen clients. It was based on 'then current' best practices and academic research into game theory and contract negotiations.
Favorite Result
In the early 2000s, we had a client in an unhappy relationship with a large-scale IT outsourcer. It was a full-service deal and it was going ok...but it did not provide a foundation for business profitability growth. It took approximately a year, but the IT Outsourcer and commercial enterprise client (financial services) finally did sign a new agreement and implement significant improvements and innovations that helped the client. The client CEO, a trusted friend, announced the amended agreement in his corporate earnings call. In one sentence, he mentioned the expected IT savings of the amendment. I was so proud!
The team
A few friends that I used to work with at IBM have a firm named Chordia Consulting. We work together to tackle projects that require a mix of our ~80 years of professional business experience in IT sourcing and IT management consulting. We act as one team.
Jeffrey (founder) started his career building (KPMG Consulting) and co-leading (McKinsey & Company) sourcing practices. He has worked in three outsourcers (Siemens IT Solutions & Services (now part of ATOS), Hewlett Packard Enterprise (when it had EDS), and IBM Global Technology Services (the ITO business). Served clients to negotiate and renegotiate agreements, and helped service providers with price benchmarks. Large deals with large impacts.
The Model
Long ago (1994 in Rosemont, IL - near O'Hare Airport), the founder built his first 'total cost of ownership' model for enterprise commercial clients to buy technology and all services required to support and maintain it. It was a success and was advertised in Computerworld magazine. Over the years, the founder built models for client engagements, benchmarks of IT costs for suppliers and clients to use to price deals, and even an IT benchmarking software to help automate IT consulting for enterprise IT clients. It did not work for hyper-scale computing (thank you software giant, now cloud giant, for pointing that out to my partners at the time), but it did work for typical enterprise commercial clients.
In one memorable case, the founder built a model for end-user computing and field support for a large health insurer. The model not only provided structure for the deal process, allowed the client to build and maintain competitive advantage into the deal, but became a relationship building topic for both parties that ultimately allowed them to build trust...and sign a deal.
Now, US Advanced Computing Infrastructure, Inc., is working with Chordia Consulting who brings an IT Outsourcing model that was independently built over decades inside a large outsourcer and used to educate, mediate, and lead that outsourcer and clients to build lasting commercial relationships based on trust and shared understanding of IT economics.
The Article
Somewhere around the year 2002, the founder wrote an article "Renegotiating for Value" that described a successful approach to reviewing and updating IT outsourcing arrangements. It had been successfully been deployed across about a dozen clients. It was based on 'then current' best practices and academic research into game theory and contract negotiations.
Favorite Result
In the early 2000s, we had a client in an unhappy relationship with a large-scale IT outsourcer. It was a full-service deal and it was going ok...but it did not provide a foundation for business profitability growth. It took approximately a year, but the IT Outsourcer and commercial enterprise client (financial services) finally did sign a new agreement and implement significant improvements and innovations that helped the client. The client CEO, a trusted friend, announced the amended agreement in his corporate earnings call. In one sentence, he mentioned the expected IT savings of the amendment. I was so proud!
The team
A few friends that I used to work with at IBM have a firm named Chordia Consulting. We work together to tackle projects that require a mix of our ~80 years of professional business experience in IT sourcing and IT management consulting. We act as one team.
How we help clients (3 scenarios)
1) You are an IT service provider with a complex B2B offering for enterprise commercial clients. It provides significant client value. It is profitable for you and for clients who consume it. It is a complex sale that requires pre-sales architecture, solution qualification, and implementation support. This talent is expensive and you might be short-handed.
2) You are in an existing IT services relationship (either side). You want a trusted, skilled and experienced team of consultants to help improve the relationship. You believe that advanced computing infrastructure technologies can help improve the economics and capabilities in the relationship, but you are not sure how to bring it up. You have improvement projects in mind to improve service levels, ongoing costs, and quality of outcomes. The existing contractual agreement is long, technical, specific, amended, and dictates how both parties can behave. We help both parties figure out 'the art of the possible,' build the business cases, provide transition and transformation support, so you both can incorporate improvements and innovations into your deal.
3) You want to use quantum computing to improve your IT or business operation. However, you need a 'sherpa' to guide you in terms of vendor and technology selection. You may want introductions to to leaders in the quantum computing eco-system. We are building our position in the quantum computing eco-system and will help describe and implement the different technologies, approaches, and capabilities in the marketplace. It is difficult to build that knowledge base...as we have found out...and now want to share with you.
Quantum computers today (2019) require a significant financial, engineering, and human capital investment. We will be there to help as a trusted advisor.
For certain quantum technology applications, like post quantum cryptography, random number generation, and potentially quantum sensor technologies and quantum lighting, we will be more directly engaged and active in this space.
2) You are in an existing IT services relationship (either side). You want a trusted, skilled and experienced team of consultants to help improve the relationship. You believe that advanced computing infrastructure technologies can help improve the economics and capabilities in the relationship, but you are not sure how to bring it up. You have improvement projects in mind to improve service levels, ongoing costs, and quality of outcomes. The existing contractual agreement is long, technical, specific, amended, and dictates how both parties can behave. We help both parties figure out 'the art of the possible,' build the business cases, provide transition and transformation support, so you both can incorporate improvements and innovations into your deal.
3) You want to use quantum computing to improve your IT or business operation. However, you need a 'sherpa' to guide you in terms of vendor and technology selection. You may want introductions to to leaders in the quantum computing eco-system. We are building our position in the quantum computing eco-system and will help describe and implement the different technologies, approaches, and capabilities in the marketplace. It is difficult to build that knowledge base...as we have found out...and now want to share with you.
Quantum computers today (2019) require a significant financial, engineering, and human capital investment. We will be there to help as a trusted advisor.
For certain quantum technology applications, like post quantum cryptography, random number generation, and potentially quantum sensor technologies and quantum lighting, we will be more directly engaged and active in this space.
81% of a company's costs (since 2010) are determined by the industry they are in. 19% are based on management effectiveness. We really like this May 2019 Gartner article...and we will help you manage IT costs more effectively.