As IT and business processes have been shifting to operating the organization as a service, optimizing run costs becomes more critical. IT and business leaders therefore need to determine what work is core competency, what controlling activities must be internally delivered, and what work is more commoditized, execution-focused and may be delivered more efficiently by external suppliers.
Optimizing run costs requires an evaluation of what work should get done, where it should get done, and who should do it. These questions often guide IT and business leaders to consider outsourcing—through managed services, staff augmentation, or shared services—so that service can be delivered at better quality, with greater speed, at lower cost.
WGroup has a core competency in advising clients in sourcing evaluations, transactions, and renewals. We believe that sourcing must not only provide cost efficiencies but must modernize and transform the service delivery model to improve the agility and speed of IT-enabled business. Through a transformational approach to service delivery, we have delivered significant cost savings to our clients—an average of 49%. These changes result not from “beating up” the external suppliers’ pricing but by facilitating a collaborative approach between client and supplier that is focused on changing the work and driving out workloads.
Any sourcing strategy and its execution are only as successful as the foundational elements that go into it.
Our team is experienced in all facets of sourcing from strategy development, from vendor evaluation and selection to contracting and negotiation, transition management, supplier governance, and vendor management. All our engagements are only staffed by executive-level consultants who bring these competencies to the table:
Our senior talent has the ability to not only address difficult strategic topics but are detail-oriented for successful execution. The focus is on collaboration, solutioning, and business outcomes rather than price. WGroup finds that overall cost reductions follow innovative solutions and good business practices.
The WGroup delivery team for this engagement has deep industry knowledge and practical experience.
Our principals have experience on both the customer-side running projects and the consulting-side execution. Many are former CIOs, CFOs, consulting partners and procurement specialists with an average of more than 20 years of experience.
Our delivery team has worked directly on projects in North and South America, Asia, Australia, and Europe.
Every organization is different, even within the same industry. Our senior consultants have navigated the most complex of these cultures.
We do not use surveys or secondary research data. We perform our own assessments and base our findings only on rich data and cues from WGroup-led deals. Our experts bring with them practical knowhow on evolving technologies, process automation and AI solution sets along with realistic TCO impact. Most importantly, WGroup Principals have deal context based upon the individuals involved in a specific arrangement, deal artifacts, and deep, long-term client and supplier relationships.
Data we use are no older than 24 months and takes into account contemporary costing, delivery, performance, and operational metrics tailored to your enterprise.
Before launching each phase of implementation, we run collaborative and iterative reviews with stakeholders to ensure concrete outputs. Each phase has a decision tollgate that outlines the options available with underlying context and related pros and cons for actionable decision-making.
All strategy and business case recommendations are backed by execution support—we are as invested in your success as you are. We advise clients through the full life cycle of sourcing from request for proposal to contract, including first-time sourcing projects, contract renewals, and internal shared service functions.
A faulty contract doesn’t have to spell doom for all parties involved. With a strategic reworking of terms and a commitment to accountability, IT organizations can turn an albatross around their necks into an invaluable asset.
What you need to know to optimize and transform your sourcing contracts by as much as 40%, or more