To achieve success, you have to define success. In the discipline of
telecom expense management, success is not universally defined. As a result,
many organizations find resources over-burdened and solutions underperforming.
Yet, their provider assures them that the “solution” delivered is not only
working, but working flawlessly. How
could this be?
How could a provider provide a failing solution and still
consider it perfect? It’s really quite simple: TEM providers come in different
varieties, each with their own definition of success.
Most established TEM providers started in the Software
category, rather than in Business Process Outsourcing. They invested heavily in
software and focused on reaching the Fortune 1000. The platforms were not built
for voice, data, mobility and cloud from the start. Other platforms are pieced
together as a result of acquisition or merger. Listen closely and you’ll hear
clues as to what the product is – your
work effort. “This is where you can run reports….” or “Click here to input…”
The software demonstration becomes a job training for you or your team.
The Software category measures success in manners such as
system availability and uptime. Success with this type of vendor is almost
entirely coincidental. Success is predicated entirely on your organization’s
expertise, efficiency, and execution.
Managed Services Provider (MSP)
Most organizations do not want to hire, train and manage
highly-specialized technical and administrative resources to manage an internal
solution. MSPs provide data management, input and other ancillary services. As
the customer’s environment becomes unnecessarily larger and more complex, MSPs
can claim to provide greater benefit. While this provides an advantage over software
alone, there’s little difference in the success rates of these two types of
In fact, MSP
engagements are often less successful.
Under closer examination, flaws in this model become strikingly obvious.
How do you know the services provided will produce the
desired results? After all, the desired result is not just to perform a set of
services. For example, the desired result is not to process an invoice within 24
hours. What if the goal is to eliminate that invoice entirely? This way the
organization doesn’t need to pay anyone – internally or externally – to manage
something that doesn’t need to exist.
Often, MSPs are task-based not looking to improve the
overall business process. The work is being executed with little or no impact
to the organization’s overall goals and objectives.
Complete Lifecycle Solution
Every organization has a different starting point, but the
end goal should be the same: A Complete Lifecycle Solution that maximizes
overall benefit to the organization.
A common starting place is cost visibility. How much are we
spending today and with whom? What is our forecasted budget? Next comes
budget-reduction. This starts with a review of all services. What services are
we paying for today? Are we being charged correctly? Are these services even
being used? If so, for what and by whom? If not, should we repurpose them or
Cost Management Group has been focused for the last 20 years
on developing a complete lifecycle solution to drive maximum impact and success
that is defined by its clients. At CMG, we
perform a Process Audit to identify areas of weakness or inefficiency. We
develop and implement strategies to ensure best practices are employed, such as
automation, visibility and oversight, program awareness and policy
The primary objective of the Lifecycle is the transition to a
lean, efficient future-state environment that maximizes benefit to the organization.
Cost-savings is often a critical measure of success. For
organizations whose existing lifecycle has gaps, cost savings may be swift and
abundant. Gaps can be difficult to see without third-party perspective from
resources experienced in evaluating the entire lifecycle.
Organizations should also seek time savings – that is, the
reduction in overall work-hours performing Expense Management tasks. It is
important to stress overall. It is no
measure of success to merely trade one unnecessary task for another. Or worse,
to outsource it. Therefore, overall work-effort
should be examined. Leading organizations spend time assessing organizational
needs, evaluating solutions, and making informed decisions. Leading
organizations refuse to waste time in
administrative minutiae or to pay someone else to do it.
A Complete Lifecycle Solution does not measure itself
against the organization’s current state. Instead, it’s measured against the
organization’s vision for the ideal future
state. To achieve the ideal future state, all parties involved must have a
unified vision clearly articulated and accompanied by a plan of action and
resources capable of executing the plan. As we’ve seen, the focus of other TEM
companies ends well before this target. At CMG, this is where our discussion
What is your organization’s ideal future state?
We encourage you to leverage partners to accelerate your
transition to your ideal future state. Listen closely for clues that reveal their
true focus. Do they provide a tool? A set of services? Are they focused on your ideal future state? Focus on
results, not just reports.
Contact us for more information
on how CMG can ensure results!
http://costmg.com/wp-content/uploads/2017/09/logo-costmanagementgroup.svg00Neilhttp://costmg.com/wp-content/uploads/2017/09/logo-costmanagementgroup.svgNeil2019-01-18 09:53:182019-01-18 09:58:24Are You Getting Reports or Results?