Technology asset management - software asset management - It's all about putting a stop to status quo - putting a stop to "This is the way it's done...". If you are a "go along with the program" kind of person, you may get that new technology asset management or software asset management job but you probably won't get the results. If, on the other hand, you are a "cut the the core" kind of individual, you probably have the capabilities to get the results but you probably won't get the chance to do the job.
Interesting quandary? Been there. Done that.
So here's my challenge to you: If you are willing to step up to the plate and change the asset management world, I'll help you all I can. How will you know if joining forces with "The Network!" and "The Institute!" would be right for you? Measure against your honest responses to the following items - don't present your corporate face - present your OWN. Answer as a buyer - as if it was your own money - and use the word "Agree" for "I accept" or use the word "Disagree" for "I'll be taking this acquisition to your competitor" (I'll interpret your score when you have finished...)
- This software contract is not negotiable...
- The hardware agreement is not negotiable...
- The provider reserves the right to change the agreement at will and without notice...
- This product is sold "as is"...
- You can only purchase a new computer with this specific operating system...
- Our product is the only one of its kind...
- Our services are supplier-neutral...
- Subscription-based licensing is less costly than perpetual licensing...
Remember, "Agree" if you would accept or believe the clause or statement, "Disagree" if you would not accept or believe. Once you are finished, I'll explain how we can help you create a more cost-effective technology environment. Click MORE for your score.
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Listen in as Al
Plastow discusses how software as a service is going to cost your
company more money while taking away your control over the software
you depend on. This quick audio excerpt was taken from a Business
Technology Consumer Network software life cycle management training
session.
The SaaS subject matter includes:
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Loss of perpetual licenses,
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Increased costs due to yearly
software “rental,”
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Denial of service for non
compliance,
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Hardware cost hikes to accomodate changing compatibility issues
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And more...
Software Asset Management (SAM) is one
of the core professional service areas within the over-all scope of
enterprise Technology Portfolio Management (TPM). Virtually any
company, of any size, could reduce the costs of business technologies
by as much as 25%-30% through simple low cost changes to the business
processes governing technology spending.
Click to listen in: Business technology: How SaaS is going to cost you more—in cash and in lost control over tech! It's Al in your head! (Now, THAT is a chilling thought...)
Want to learn more? Contact us.
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Every time I teach a course, be it software life cycle management, asset management, project management, negotiations, or some related business process improvement content, I run into the same problem. Way too many of the people attending the course make the same comment:
Committment: Our company wants to improve the way we do (this or that) but, when it comes down to actually making the move, there isn't sufficient executive support--no serious follow-through.
I'm sure you've seen this, too. The enterprise--as a whole--is aware that there are more effective ways to accomplish certain tasks or projects, but it has no formal process for approaching, planning, and implementing a change initiative. What's more, executive management--leadership?--does not, or will not, take a visible role in enacting the business process improvement or change. THIS is where my title content comes into play.
My politically incorrect message to management is this:
Lead, Follow, or Get Out of The Way!
Result? How many times have you heard the lament:
Employee Quote: "I spent the time and effort attending this training, or that seminar, (or the company spend the money) and identified a specific way (or two, or ten) that we could improve business processes in our company. Then, when I came back to work, I wasn't encouraged (permitted?) to make anything happen."
In this tough economy--in ANY economy--a company lives and/or dies by its abilities--its willingness--to evolve.
Read on for ideas covering the ways you might consider using to encourage the people around you to change this trend.
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If your company is involved--or may become involved--in an acquisition, merger, name change, or even change of address, you had better be completely sure of the precise content of every technology license and support or maintenance agreement within your technology portfolio. The reason?
Inside every one of these legally binding documents are a series of quietly onerous terms and conditions that the licensor can hyper-enforce to take you on a quick--and very expensive--trip to the fines and penalties bank and mis-trust.
Real World - This company paid a six figure software license penalty because a zoning modification required them to move their corporate address around the corner to a different side of their building. (Same building...Big Fine)
Forewarned is forearmed... Even a simple thing like upgrading a server or other major system can cause your company to fall victim to vendor sharp practices--also referred to as stiffing--when you bend even a single clause in that carefully crafted contract.
As the economy continues to play havoc with bottom lines, some technology suppliers are more than willing to hyper-enforce their agreements just to wring a few extra bucks out of your budget--and they aren't too worried about you displacing their product when they play hard ball.
Sign up--sign in--& check it out! (It's free.) Then download this subscriber Knowledge Briefing -- Technology Asset Management - The Hidden Costs & Risks of Acquisitions, Mergers, & Name Changes. In two concise pages we reveal how your technology suppliers can back you up against a wall and hold your systems financially hostage by locking them down until you pay up.
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