The IT challenges of today are complex and can be daunting as they appear to change focus quite often, Today’s news and buzzwords become tomorrows forgotten dreams. Keeping pace with evolving business needs requires IT to move quickly and deliberately. Use of an agile, measurable benefits delivery model has become common but can in-and-of itself be confusing for an organization to implement. Understanding the core interactions and benefits across technology, process, and people (especially when a solution is a seemingly stand-alone) is not only prudent but is necessary for the business to succeed.
A formal and managed process to system alignment will ensure that the business and IT teams remain in lockstep and can agree on the benefits realization expectations. Formally driven “change” also helps to ensure understanding across the organization, the core stakeholders, and the ultimate stakeholders, the customers. All too often IT is viewed as an island and the business carries on running the day to day, with limited understanding of what each of the groups is truly doing.
As a leading practice, each leadership team should set and measure the speed to benefit expectations of each project within an overall program. A “quick win” can turn out to be a stepping stone to short-term benefits realization, however they need to be weighed against the overall vision in order to ensure it is not viewed as a “throw away” exercise from which the business sponsors see little benefit.
If someone told me years ago that I'd be a partner at a leading consulting firm in the Commerce industry, I'd have probably either laughed or stared in disbelief. From an early age, I fell in love with business and technology, but wanted to be a cog in the wheel, supporting a large corporation, and contributing to top line revenue numbers. And so I jumped in early to the world of technology in financial and commerce-based systems. And while the ride was exciting and profitable, I found that, as many have, working models compromised my integrity standards and posed risk to quality delivery of business benefits over speed of implementation. At times, I heard comments like 'You side with the customer too much', 'Good is good enough', and 'You are too forward thinking and assumptive'.
These values didn't resonate with me and after 14 years serving other people's objectives in leadership roles, I decided that there MUST be something better. A higher plane, so to speak, to ensure quality and integrity in efforts to help our customers scale their systems, and a better way of bringing relevant and meaningful value to our customer base. So in 2010, I took a huge leap and stepped out of my comfort zone to chase this dream, and shortly after, founded Ascent Enterprise Solutions. Our core values are simple: CUSTOMER First. QUALITY and VALUE in EVERYTHING that we do. FAIRNESS to our associates. And most importantly, EXPERIENCE to ensure that the DELIVERABLES that we produce will stay with our customers long after our projects are completed, and they will be able to stand on their own when we exit. And with these values in tow, we have spent years developing a proven methodology that focuses on these values to produce the best implementation results possible with systems and processes that truly deliver benefit to our clients.