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The “12th Man” -- Leveraging An Untapped Support Resource
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FredCook
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FredCook,
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1/18/2014 | 2:04:52 AM
re: The “12th Man” -- Leveraging An Untapped Support Resource
Kathy youGăÍve raised some very good points. Certainly corporate culture pays a role, but I believe, the sub-culture and attitudes in the IT department shaped under a CIOGăÍs leadership to be more important in this case. Your reference to Găúhappy talkGăą is spot on G㬠a lot of people talk about working in the spirit of partnership, but lead their discussion with emphasis on price. Costs are important, and there will be times when cost will be the main driver, however, it should not be the starting point of a discussion with a vendor that you are hoping to establish a long, strategic, and mutually beneficial relationship with. Your potential vendor partner needs to understand your business drivers, competitive landscape and other challenges G㢠pricing is just one aspect of the broader picture.

Your point on how do you qualify this concept of 12th Man value to your executive team, and in particular, to CEO and CFO can be a challenge; it is still possible G㢠it starts with inclusion and communication with all the stakeholders as the opportunity permits
KBurger
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KBurger,
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1/16/2014 | 6:24:55 PM
re: The “12th Man” -- Leveraging An Untapped Support Resource
Interesting insights, Fred. It's easy to talk about vendor/banker partnerships, but often that is "happy talk" and marketing fluff. You are talking about something deeper and that gets to the cultures and expectations of both players. Still, I wonder if you try to quantify these benefits in any way. Sooner or later contracts/licenses will need to be reviewed and renewed, or there may be new investments planned. As you note, it's "easy" to quantify TCO, ROI, faster processing, delivered on time/within budget, and all the familiar benchmarks. Harder to do with concepts such as analysis and collaboration. Is it a challenge to sell the CFO or CEO on the value of things like that?
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