LEXTA is very familiar with a wide range of cost structures and can provide you with support for the individual challenges you face. When realising potential savings in IT, we’re not looking to take a ‘one size fits all’ approach, however. Instead, we utilise many different tools (methodical and heuristic models) that serve to develop specific ‘levers’ for use in optimising your IT service costs. Here we consider all measures that can save money while simultaneously having a neutral – or clearly positive – effect on the provision of IT support for our client’s core business. This enables the minimally-invasive identification of expenses that are not balanced out by benefits.
A cost optimisation project can be subdivided into four major phases:
A status quo and situational analysis; the identification of optimisation potential and an initial redesign; the derivation of optimisation levers; and the implementation of these strategies.
Status quo analysis
During the first cost optimisation workshops with our consultants, we work with you to collect and compile your requirements, the range of services provided either for or by your company, and other relevant kinds of data. Conditions or requirements that apply specifically to your company are identified in discussions – which may also be held with departmental staff responsible for particular areas. As a final step, the costs identified are compared with the services rendered and areas with a high level of potential savings are determined by applying a cost benchmark. Analysing these areas enables the identification of cost drivers and their scope for savings. As one example, the cost and quantity structure relevant for the user help desk alone can provide insights into the potential savings achievable by automation or faster turnaround times. Typically, an actual reduction in personnel doesn’t even need to be considered here.
As shown in the example, the LEXTA database is then used to identify specific cost optimisation actions from the data collected. The services rendered are simultaneously compared with best practice approaches. As a final step, specific cost-cutting strategies are developed and discussed with the customer, so as to derive potential options for making savings.
The individual optimisation actions identified are now filtered according to customer requirements before being assigned priorities and then grouped into action packages. One criterion applied during this phase may be the relationship between cost and benefit or cost and implementation effort, for example. Potential interdependencies between the individual actions are determined and also form part of the final classification procedure. Action factsheets are prepared that provide qualitative and quantitative descriptions.
The action factsheets are now used to prepare an IT roadmap that contains full details of activities, expenditure requirements, responsibilities, dates and milestones. This is used to develop a resource schedule and timetable for implementation. Our preparation of a draft resolution for the Management Board is the final step towards implementing the actions, for which we also provide full support.