When you’re justifying the ROI of implementing Technology Expense Management (TEM), don’t just look at hard dollar paybacks, such as refunds for billing errors. Instead, consider the time and cost savings that are often overlooked:
5 min read
3 min read
In Part 1, we examined the challenges enterprises face in effectively auditing SaaS spend. Billing practices for cloud services are complex and often disorganized, and traditional audit tools fall short. Now we’ll look at how businesses can overcome these difficulties, and the benefits they receive once they do.
3 min read
Large businesses are increasingly realizing they have a major problem around SaaS management. The use of cloud services is going up but, unlike with traditional on-prem technologies, few companies had controls in place before the pace of SaaS and UCaaS adoption accelerated. And while SaaS applications were a lifeline for companies and workers when COVID-19 hit, the scope of expenses associated with so much cloud service sprawl is just now becoming clear.
2 min read
Shadow IT has long been a common business unit practice. When the wait for an approved solution from the corporate IT department feels too long, users navigate around the corporate policy and find their own solution. While there’s immediate relief to a pain point, there are compound long-term security and spend implications. How can an organization recover and take control?
Even the most benign of SaaS solutions can put a company at risk, functioning outside the parameters of IT security, privacy, and regulatory requirements. And the inherent challenge with SaaS, is that the risk is not a static moment in time. The institutional intelligence lives on in the cloud even as the user discontinues software usage. This means long-term exposure to both security breaches and spend.
4 min read
According to Gartner, organizations spend an average of 62% of their technology budgets on vendor products, services and outsourcing. However, when it comes to promoting the purpose and expected benefits of adopting the appropriate policies and processes, Sourcing, Procurement, and Vendor Management (SPVM) leaders too often fail to develop a communication and change plan. How can procurement and sourcing take a greater leadership role and go beyond admin work and tactics?