By Was Rahman
This e-book explains what experts and IT providers businesses do. It examines the industry's unusually fascinating heritage, and in doing so, explains why the does issues how it does and what motivates different avid gamers inside it. Drawing vibrant comparisons from daily life and different industries, this e-book makes advanced thoughts available to the overall reader, giving them for the 1st time an in-depth perception into the IT undefined, the way it works, the way it impacts we all, and the place it really is more likely to catapult us during this century. Written in a lucid kind by way of popular IT execs, this publication is a needs to learn not just for administration and engineering scholars, IT pros, managers, and technocrats, but additionally for an individual willing to have the mysteries of the pc age unraveled.
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Extra info for Blind men and the elephant : demystifying the global IT services industry
IT Services firms involved in giving advice can make considerably more money from implementation of projects as opposed to advisory 38 BLIND MEN AND THE ELEPHANT services. In other words, they gain financially from the size of the projects implemented as a result of their advice. Conversely, customers stand to pay a high price for poor strategic advice that takes implementation in the wrong direction, especially given the industry context of failing projects. Selecting the right provider for advisory services is critical, and understanding how they make their money from both advisory and downstream services is an important part of making that selection.
The best way to build this understanding is, as in so many other situations, to follow the money. In recent years, analysts who follow the IT industry have developed benchmarks reflecting how much different industries spend on IT. These show that IT spend (expressed as a percentage of company revenue) varies by industry and that these percentages are reasonable guidelines for estimating how much individual firms spend. The planners and strategists in IT companies use these guidelines to analyse the size of their various potential markets.
For example, the fictitious company with three email systems might have decided for whatever reasons to standardise on Microsoft Office. But if the process of switching everyone over to this were badly managed, it could find itself facing problems such as the online room booking systems literally disappearing from people’s computers or finding electronic expense claims no longer being passed on automatically for approval. Even more dramatically, some people’s old emails may be permanently deleted in the transition, while others may find themselves without email at all for a few days.
Blind men and the elephant : demystifying the global IT services industry by Was Rahman