As a Consulting CIO, I’m called on by clients to assess the fit of their technology to the business. Quite often this follows a change in company management, a significant change in the business model, or both. At this point, the relationship between the technology staff and business management can be under strain. Typically, business management believes they have worked to align their technology staff with the business’ needs to little or no avail. That’s when company management reaches out for help.

As you might expect, these assignments begin with discussions where company management expresses their dissatisfaction, confusion, and frustration with the performance of their staff. They then ask me to render an opinion on how the technology staff engages with the business, on the staff’s workload, and on the fit of the staff’s skills to business needs.

The good news is that we’ve typically found the staff to be conscientious and focused on providing support for the business to the best of their ability. Our disconcerting finding is that those responsible for managing the technology are disconnected from what business management wants from the department.

An important step in our process is to interview the staff to determine what they think their responsibilities are, what management expects from them, and how they are evaluated. The same questions are asked of management and the business function owners.  The answers quite frequently paint pictures so far apart that you could legitimately ask if both groups came from the same company.

How can this happen? Both business and technical management speak English, so why is it so tough? In some respects, it seems that those responsible for managing technology just don’t believe the business side is serious about evolving the business. This is the challenge: just when is management truly pursuing change? It’s a bet-your-job question.

When we’re invited to consult, business management is actively seeking an open and informed dialog. But the discussion is not about technology; it’s about management, processes, and user needs. Not servers, databases, Agile, or any specific technology. Business management seems to be willing to trust the technical decisions to the technology staff. Is it unreasonable for company management to want a conversation with technology management and staff that gives them the confidence that their business needs and direction are understood, accepted, and being addressed? I don’t think so.

I’ve been asked this question a lot recently – what is the value of working with an IT managed services company? I’ve heard several business owners, clients, and end users ask about the benefits and risks of having a company of IT geeks come in and manage their computers, network, software, and anything else that runs on electricity.

First, a disclaimer: Yes, I work for an IT managed services firm. No, I have not always worked for an IT managed services firm. Yes, I have contracted an IT managed services firm before. No, it wasn’t a pleasant experience. Remember this as you read on.

I used to be an IT manager for a geographically disperse, highly profitable company in the Midwest, focusing on retail, wholesale, and commercial services and distribution, as well as manufacturing. In practice, that meant I was the Level 1, 2, and 3 support person for an entire company of 250 users, across five Midwestern states, with only one other associate working with me. Trust me, I was busy. I spent quite a bit of my time traveling to distant sites, working on end user issues, and supporting our infrastructure, frequently from the road or from another location.

An associate of mine recommended an IT Managed Services company. I agreed, and brought them onto a 20-hour retainer for the next calendar year. The firm was friendly, but had a dreadful follow-up – I asked them for help on only two issues, and to date, only one was ever answered. I didn’t renew, and continued for the next few years running around trying to keep up.

I made a mistake. However, the mistake wasn’t necessarily the IT company I selected. Those lessons are what I would like to share with you, so you can make an educated decision on whether IT managed services is right for you.

Here are my top considerations:

• Be realistic about who is supporting your infrastructure. Some companies have Bob or Alice, who is the office resource in case anything breaks. Bob (or Alice) will come and take care of you – never mind that Bob is the CFO, and Alice owns the company, and have more critical issues than printing. If your entire network consists of three PCs and a printer, that may be fine; others may need to pass it off to someone else. Whether Bob is the CEO or receptionist is irrelevant; how much of his time is being devoted to IT issues is what’s important.

• Be realistic about your personnel needs, and what you can afford. Good system administrators are hard to come by these days, and they are not cheap. If you have a smaller, brand-new infrastructure, a system admin fresh out of school may be a great fit. If you have had your network for a while, or if you have unique setups in your network, a more seasoned veteran may be a better fit. If you already have an IT staff, and he is typically working 60+ hours a week, a newbie system admin may be a good fit to alleviate the load.

• Be realistic about your security. Any new hire into your organization will be entrusted with your most sensitive data. Be sure anyone you bring in has a reputation for excellence and ethical behavior with your infrastructure.

• Know what to expect (and what not to expect). Any system administrator needs to have a clearly defined role. I’ve seen admins brought into companies, where the role wasn’t defined, or the restrictions made the position a failure before the first day of work.

Based on these considerations, here are the top reasons why an IT managed services firm like RSA Corp (yes, I am biased) are a great fit for so many clients:

• Be realistic about who is supporting your infrastructure. RSA Corp’s Technical Assistance Center is a phone call away, and anyone can call (or only one person can call, it’s your choice). Our ENCOMPASS agreements allow for complete support of your infrastructure, from the most complex servers to the simplest desktops, including provisions for on-site support as needed.

• Be realistic about your personnel needs, and what you can afford. Most companies cannot afford their own IT staff, or have an IT person that is not prepared for the tasks ahead. RSA Corp’s TAC team is fully trained on a wide variety of platforms, including Windows, Linux, Mac OSX, and Sun Solaris; our training is open-ended, and always in development. Further, the average RSA Corp technician has 10 years’ experience in supporting diverse environments. Most importantly, RSA Corp’s clients are backed by a team of technologists with direct access to all the major manufacturers, not just “the IT guy”.

• Be realistic about your security. RSA Corp’s interview process for the TAC team is handled by RSA Corp’s Staffing division, which includes careful screening of potential clients to ensure that any environment we go into will remain safe. RSA Corp knows that anyone on the TAC team will be RSA Corp’s representative in the field, and we will ensure that the face is always pleasant, and working in the best interests of our clients.

• Know what to expect (and what not to expect). Any new client of RSA Corp has a detailed proposal and contract which shows exactly what our expectations will be – no surprises. If surprises do come up (something is not covered due to virus infection, accidental erasure, etc.), we have options for prepaid hours to make sure your business doesn’t suffer.

I think RSA Corp is a great firm, and a great fit for many clients, if you make them your partner, and a true extension of your business model. Don’t make the mistakes I made – talk to people and learn more about IT managed service firms that are out there. Discuss with other business partners, with team members from other IT firms, and your own team members.

I would love for you to come to RSA Corp, but that’s just me….

Stephen Sweeney, Chief Operating Officer at RSA Corp, points out the current business trend of switching to managed IT support and explains why this option is becoming increasingly popular.

Stephen Sweeney, Chief Operating Officer at RSA Corp, defines managed IT support and explains what a business should expect from an IT service provider.

Episode #21 – Stephen Sweeney, COO at RSA Corp, lists and explains the three points that a business should focus on because they, if done well and consistently over time, will make your business grow.

Episode #19 – Stephen Sweeney, COO at RSA Corp, discusses the five areas that RSA Corp focuses on when using technology as a tool to build a better business.

Episode #13 – Stephen Sweeney, COO at RSA Corp, breaks down the risk analysis process into five key areas of business risk and explains how to reduce these risks. Find out what the five areas are and how to avoid these unnecessary business risks.

There is no fool-proof way to find new clients. Any business development resource or salesperson will tell you that. There are, however, some approaches that work better than others. We at RSA Corp believe that referrals, which come in different forms, are the best way to find new customers for most B2B businesses.

There are three kinds of business referrals: customer referrals, personal referrals, and professional referrals. Let’s focus on customer referrals.

Customer referrals come from customers who are willing and able to make introductions to other potential buyers of your service. In order for a customer to refer you business, you must have earned the privilege.

WHAT Must You Deliver?

First and foremost, you must be delivering a quality product or service. If you are not, then most likely you know that you can’t ask for referrals and if you did, you wouldn’t receive any.

• Quality is the focus of many books and methodologies. Let it not be forgotten that quality has ramifications on business growth, and that business growth is limited by poor or substandard quality.

• You should be collecting customer satisfaction metrics and feedback on your service. You will stub your toe and catch an earful if you ask for referrals from a customer who is less than satisfied. Ideally, your customers should be raving fans. This is where you set the bar.

WHO Must You Ask?

Second, you must consider who you will ask. Will you ask the decision makers, or will you expand the referral program to end users? Will you offer something in return? Discounts towards future business? Referral fees?

• Different individuals within the customer’s organization have different motivations and can provide referrals at different levels. Not better … just different. The owner may know other owners. The procurement team may know procurement resources at other companies. End users may be able to provide leads that have to be pursued over a longer period of time.

HOW Must You Ask?

Third, you must consider how to ask for customer referrals. Like most things, you need to be specific about your request.

• Do not leave it open-ended or ambiguous. Provide examples of how customer referrals have worked in the past. Explain how the referral would benefit both the customer and the vendor. Base the request on their satisfaction, not your needs.

WHEN Must You Ask?

Fourth, consider the timeframe. While asking for referrals should be a standard practice, what is the schedule? Quarterly? Annually? At specific milestones in the relationship, such as delivery milestones or product shipment? Every business is different.

• I would caution you not ask for referrals at the same time as when you gather customer satisfaction feedback. This will make your quality assurance (QA) process seem disingenuous.

Most importantly, your approach should be soft and gracious.   Show how appreciative you would be for a referral, and that you will not be disappointed if they cannot provide a good referral.   No pressure!

• You do not want to turn a happy customer into a customer that avoids you because you pressure them for referrals.

In sum, asking for customer referral is not simple and should not be addressed haphazardly. Do not leave customer referrals up to chance and variation.

See the complexity and nuance? As such, business owners and managers should develop a well-thought-out customer referral program for their sales teams. Be sure to address product and/or service quality and customer satisfaction at the outset.

Episode #2 – Stephen Sweeney, COO at RSA Corp, discusses how small businesses can get more value out of their technology investments and how managed services can help small and mid-market companies reduce technology costs and restore peace of mind in the business.

Business continuity is the investment made by a business to be proactive in avoiding the risks associated with a disaster. Typically, this investment is an operating expense that serves as an insurance policy on an ongoing basis.

Disaster recovery is the plan associated with the reaction that follows a catastrophic event that disrupts the productivity of a business. This type of investment is more difficult to manage because it’s a “in the event of” plan that can easily fall through the cracks if not kept up with.

The two most important aspects of a DR plan involve sound, comprehensive planning and regular testing intervals that ensure the overall effectiveness of the plan. The most effective strategy is to give ample attention to both – mitigate risks as much as possible and have a solid plan to address the unforeseen.

Why is it so important to prepare for disaster now when Hurricane season is months away?

Given the geographic area that we live in, hurricanes stay top-of-mind when businesses think of a “disaster.” The truth of the matter is, several events occur each year within the walls of a business that could potentially serve as a disaster:

o Loss of mission critical data

o Power or hardware failures

o Disgruntled employees

o The list goes on…

The most important question to ask is whether or not your business can survive in the event of the unknown – and not knowing the answer to that question is just as dangerous.

Business continuity is too expensive for SMBs. What options do I have?

This is a common misperception among small to mid-sized businesses for a variety of reasons. The first is the lack of knowledge in terms of what options are available. The second is the possible impact on the business by failing to implement a proper plan.

Technology has evolved over the years to the point that what was once extremely expensive to purchase and manage is now far more simplified and cost-effective. In addition, several of the products and services associated with BC and DR have become commoditized, which drives down cost and creates a more affordable solution set for business owners.

Learn more about these cost-effective solutions in other blog articles.

Colocation – Disaster Recovery Toolkit: Business Must Go On…DR & Colocation

Online backup solutions – Disaster Recovery Toolkit: Knock, Knock. Who’s There? Your Data

Email Continuity – Disaster Recovery Toolkit: Can your Email Server Weather the Storm?