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They were deemed a reference customer for the industry and one of the favorites of the big name vendor and solution provider. Over a long period of the relationship they had acquired almost every solution from the same vendor for any business problem. At times the price was quite attractive to turn down the offer, and at times the perceived time taken, complexity of evaluating and then implementing another solution appeared to be too big a task. So the CIO and her team continued to invest with their preferred IT partner.
Life would have continued for them with incremental innovation and harmonious coexistence with their vendor ecosystem had not events overtaken them. The company was caught up in an industry turmoil which required information agility they had never experienced before. Their strategy to stay with one solution provider had given them a basket of solutions for every stated need; the implementations technically successful and were declared live. The business use found them lacking in the new paradigm when efficiency mattered.
Earlier business had continued to use parallel systems and created business critical spreadsheets that became the lifeline for the enterprise. The level of (in) efficiency was deemed acceptable as change required them to actively participate in the definition and building of the solutions. It appeared easier to let the IT organization manage the complexity of IT’s favored solution which ended up becoming a system of records while business users added headcount to solve problems. Now the murmur of disenchantment grew louder.
The CIO was in a fix and wondered why her winning strategy was no longer deemed effective? They had bought from one of the largest providers in the world and the vendor had in many meetings acknowledged the leadership in implementation of some of the solutions. Business had participated in the selection of the solutions in almost all cases and signed off the choice. Now how could they be pointing fingers and distancing themselves? Okay, there were some disagreements on the solutions and partners, but…
The applications lead had grown within the ranks and his first implementation of any major system was from this big solution provider. The success of the first big step gave him sense of invincibility if he continued to bet on the same provider. Guess what, it actually worked for a while and the resultant growing arrogance made him deaf to the occasional issue and limitation. After all not every wish list can be fulfilled by the solutions; why did they not admire the brilliance of simplicity of integration of parts from the same vendor?
The CEO instructed the CIO to benchmark with specific companies to find out how they stacked up in comparison and what they can learn from some of the finest companies. Initially skeptical and full of themselves, the CIO and the team ventured out to explore the world and how others lived. The chosen benchmark had a much awarded CIO who was seen as an early adopter and trend setter. He was always happy to share his success with others and welcomed the team to spend time with him and his IT and business teams.
There were many common solutions deployed between the two companies; they had the same big name vendor as their primary provider and that is where the similarity ended. The CIO had given the freedom of choice to his team to seek solutions beyond the initial investment. In fact he challenged his team to find alternatives just to be sure that they had covered all options before making a choice. They were cautious of the fact that they did not want compromise solutions and were willing to stretch to get the best.
Both companies having started their IT journey had taken different paths at the crossroads; one had gone down the well-trodden path of low risk and reaped the fruits that came along the journey. The other created their own path and enjoyed the journey and the new experiences that it brought. The first was finding her achievements pale in comparison to the risk taker who had the business totally in sync with the decisions, the pains and the success. Two different paths enabling business, two different outcomes, two tales of success.
Which path have you taken and what is your story?