World Class IT Spend Over 20 Percent Less, Operate With Fewer Staff; Complexity Reduction, Talent Realignment Among the Keys to

  World Class IT Spend Over 20 Percent Less, Operate With Fewer Staff;
  Complexity Reduction, Talent Realignment Among the Keys to Success

  Structural Talent Challenges Limit Ability of Some IT Organizations to Add
                                    Value

Business Wire

MIAMI & LONDON -- August 7, 2014

World-class IT organizations now deliver services at 22 percent lower cost
than typical companies, and operate with 9 percent fewer staff, in part by
reducing technology complexity and realigning talent, according to new
benchmark research from The Hackett Group, Inc. (NASDAQ: HCKT).

The Hackett Group's research estimates that a typical large company (with $10
billion in revenue and about 21,500 end-user equivalents) could save up to $36
million annually by achieving world-class performance levels in IT, freeing
resources to focus on higher-value activity and innovation.

The research also finds that talent is emerging as a major challenge to
improved IT performance. Offshoring and other factors are causing limited
availability of staff with skills that are in high demand, and are likely to
create a bottleneck to raising the value contribution for many IT
organizations.

"The role of IT has changed dramatically in the past few years," said The
Hackett Group Vice President of Research Erik Dorr. "IT has become a key
driver of the innovation-based growth strategy that most companies are relying
on. 'Digitization,' the explosive growth of data volume, and the integration
of technology into virtually every element of the corporate world has created
a tremendous opportunity for IT to have a positive impact on the bottom line.
We believe that unlocking the value of IT throughout the entire value chain is
critical for companies that wish to dominate their industry in the future.
World-class IT organizations are well on their way to achieving this today,
and set an example others can learn from."

In addition to operating at lower IT costs and with fewer staff, world-class
organizations also allocate costs very differently than their peers, The
Hackett Group's research found. They spend nearly 30 percent more of their IT
budget on build activities that contribute more to improving business
processes, and nearly 13 percent less on day-to-day run activities.

Overall, world-class organizations universally reflect two key IT strategy
themes, the research found. They operate with lower technological complexity
and are better able to realign technology talent to support business strategy.

Managing IT Complexity

Complexity reduction is a clear key to world-class IT performance. World-class
IT organizations have dramatically simplified and streamlined a wide range of
their operations, according to The Hackett Group's research. This includes
utilizing 80 percent fewer technology platforms and 37 percent fewer
applications. They also see dramatically lower levels of hardware and software
complexity. In addition to helping achieve cost reduction goals, the research
found that complexity reduction also helps companies achieve much higher
levels of IT effectiveness.

This complexity reduction has an impact that reaches far beyond IT, the
research found. It helps reduce process costs in other key business operations
areas such as finance and procurement. The research found a very strong
correlation between with low application architecture complexity and both
reduced operating cost in these functions and reduced technology cost.

Companies aspiring to world-class performance should pursue several best
practices to manage IT complexity, the research recommends. They should
strengthen enterprise architecture governance to drive the use of standard
technology platforms and common data definitions across operating units. Equal
emphasis should be placed on cost and flexibility/agility when evaluating
solutions. Companies should consider ways to increase their use of cloud-based
SaaS (Software as a Service) applications, enterprise versions of consumer
applications (e.g., Dropbox) and BYOD (Bring Your Own Device) policies to
reduce the number of non-strategic platforms and improve end-user
satisfaction. But care is required, particularly with BYOD, where many
companies find it difficult to generate cost savings.

Realigning Talent

To achieve world-class performance, IT organizations also realign their
technology talent – including adopting talent management best practices and
mobilizing technology talent beyond the boundaries of the function’s
organizational silo. In particular, as complexity is reduced and IT
organizations increase their focus on higher-value activities, they often need
to develop new skills and competencies among their IT staff.

In several key areas, The Hackett Group's research finds that skills may
become difficult to acquire over the next few years, as a result of increasing
demand and limited availability. The problem is accentuated by the trend
towards offshoring and outsourcing, which have largely eliminated the internal
"farm system" through which IT departments developed new talent.

These talent issues are likely to make it significantly more challenging for
IT organizations to increase the strategic value they provide. Among
traditional IT skills, security expertise, emerging technology, and
application development/configuration skills are all expected to become more
difficult for IT organizations to acquire. In several other skill areas which
are required for IT organizations to partner more effectively with the
business, a similar trend is expected. These areas include data and strategic
analysis, business relationship management, and technology leadership roles.

The Hackett Group's research identified several best practices that
world-class IT organizations use to realign talent. They mobilize talent
already residing in the business, often putting "business technologists" in
charge of technology-based innovation. They institute a strategic workforce
planning process which takes a long-term view that ties talent strategy to the
broader enterprise strategy. And they adopt a comprehensive set of talent
management practices, including less formal techniques such as coaching and
mentoring, leadership development, and on-the job training, which have been
found to be highly effective.

A final best practice in talent management involves optimizing service
placement to realign technology talent and realize “economies of skill,” the
research found. Service placement involves deciding where IT work is executed
-- such as in the business unit, in the corporate IT organization, or in a
centralized shared services or global business services (GBS) organization.
While the optimal split among these options varies somewhat by company, The
Hackett Group's research has consistently found that centralizing work in an
organizational entity with a core competency in service management, such as a
GBS, improves IT performance and allows corporate IT and business units to
realign talent toward higher-value activities.

The Hackett Group's 2014 IT World-Class Performance Advantage research is
based on an analysis of more than 100 in-depth benchmark studies performed at
large companies over the past few years. A complimentary excerpt from The
Hackett Group's research insight, "The World-Class Performance Advantage: How
Leading IT Organizations Outperform Their Peers," is available with
registration at this link:
http://www.thehackettgroup.com/research/2014/pr/wcpa-it/.

About The Hackett Group

The Hackett Group (NASDAQ: HCKT), a global strategic business advisory and
operations improvement consulting firm, is a leader in best practice advisory,
business benchmarking, and transformation consulting services including
strategy and operations, working capital management, and globalization advice.

Utilizing best practices and implementation insights from more than 10,000
benchmarking studies, executives use The Hackett Group's empirically-based
approach to quickly define and implement initiatives that enable world-class
performance. Through its REL group, The Hackett Group offers working capital
solutions focused on delivering significant cash flow improvements. Through
its Archstone Consulting group, The Hackett Group offers Strategy & Operations
consulting services in the Consumer and Industrial Products, Pharmaceutical,
Manufacturing, and Financial Services industry sectors. Through its Hackett
Technology Solutions group, The Hackett Group offers business application
consulting services that help maximize returns on IT investments. The Hackett
Group has completed benchmark studies with over 3,500 major corporations and
government agencies, including 93% of the Dow Jones Industrials, 83% of the
Fortune 100, 87% of the DAX 30 and 48% of the FTSE 100.

More information on The Hackett Group is available: by phone at (770)
225-7300; by e-mail at info@thehackettgroup.com.

Contact:

The Hackett Group
Gary Baker, 917-796-2391
Global Communications Director
gbaker@thehackettgroup.com
 
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