Dale Landowski, Principal Consultant

Dale Landowski is a Principal Consultant at Cask and has 20 + years of extensive experience in developing and delivering business aligned services and solutions. Dale is a champion for extending the IT value chain through the use of End-to-End Services tied to investment based strategies that provides stronger linkage of business needs to the underlying technology, processes, information and support capabilities.

Recent Posts

Best Practices for Aligning Your Organizational Priorities with Demand Management

At its core, Demand Management is a term used to describe the way that you predict, plan and manage the demand for products and services to create better and more profitable business results across the board. In terms of aligning your organizational priorities with Demand Management, there are a few key things you'll need to keep in mind. 
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Sleep Better at Night, Get on a Value Path of Success

Here at Cask, we sleep well at night. We know that at the end of the day, our entire staff has done everything in their power and knowledge to help our clients.  Our advisors and technicians, also known as “Coopers”, have gone through the same hurdles in previous jobs.  We understand the importance of our work and the end goal of success for our customers.  It’s part of our culture.  

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SAVE YOUR SEAT FOR OUR WEBINAR:
How to Unlock the Hidden Value of Your IT Investments
with Service + Financial Management

Save My Seat

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4 Critical Components Necessary to Unlock the Hidden Value of Your IT Investments

Many organizations struggle with ITFM initiatives.  Typical challenges include missing or inaccurate data and organizing information that makes sense and empowers decision makers to make good investment decisions. At Cask we have helped organizations find success by focusing on 4 critical components necessary to unlock the hidden value of your IT Investments.

4 Critical Components Necessary to Unlock the Hidden Value of Your IT Investments

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SAVE YOUR SEAT FOR OUR WEBINAR:
How to Unlock the Hidden Value of Your IT Investments
with Service + Financial Management

Save My Seat

__________________________________________________________

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Road to Service Financial Management: IT Financial Management Value Pathways to Success

This is part four of the journey on The Road to Service Financial Management.

This is the last stop of our journey – in the previous stops on this journey; the Anatomy of a Service Portfolio, Building Complete Services and How to Unlock Service Value Using Cost Models, we explored some of the lesser understood concepts of service management and cost models that set the stage for how to leverage services to show value and change the dialog with your customers and partners.  This leads to a service investment mindset that places IT (or any organization for that matter) at the table with business leaders for more meaningful discussions that focus on what services they want to buy instead of why IT costs so much.  In this article we are going to explore some pathways to success that provide value through quick wins and targeted approaches to financial management that aligns with your organizational needs. 

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The Anatomy of a Service Portfolio

The Service Portfolio is one of those service management capabilities that is, generally, not well understood. There tends to be a wide variety of opinion on what it is and how to leverage it in a typical service management program. Some misconceptions about the Service Portfolio include:

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Stop Defending Your Budget- Start Selling Your Services: Part 4

PART 4: tune your business planning process to enable an investment based budgeting

In this series of articles we have been discussing how to enable a service value approach that leverages a Service Portfolio with services defined and delivered to meet customer needs.   The services are based on what you sell, not what you do.  This is important as you try to dispel the common perception that “IT costs too much” which makes budget planning season so difficult.  Now we turn our attention to aligning these capabilities with financial management and business planning activities.

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Stop Defending Your Budget - Start Selling Your Services: Part 3

PART 3:  use the service portfolio to plan and forecast your service investments

In Part 1 and Part 2 of this series, we have been discussing how to change the conversation with your customers to focus on their value instead of focusing on what you do. There is an intrinsic connection between selling services through use of a Service Portfolio capability and managing budgets based on “service” investment decisions. Understanding and aligning your services with a market orientation that resonates with your customers is the key. If you are not talking to your customers about the services they need, you are missing a great opportunity to engage in value conversations that elevate IT’s role as valued partner in business discussions.

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Stop Defending Your Budget- Start Selling Your Services: Part 2

PART 2:  Communicating value starts with understanding what you sell, not what you do

In Part 1 of this discussion we talked about the challenges of defending your budget in an atmosphere where the underlying belief is that “IT costs too much,” and how difficult it is have a “value” discussion with your customers if you are not talking the same language (services).  We introduced the concept of a Service Value Chain and defining services as what you sell, and not what you do.  In this article, we will focus on alignment of your services into a customer focused Service Portfolio that is based on a market approach (offering what your customers need).

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Stop Defending Your Budget- Start Selling Your Services: Part 1

PART 1:  CHANGING BUSINESS ENGAGEMENT FROM DEFENSIVE TO VALUE ORIENTED

Have you been in a budget planning meeting trying to defend the costs associated with your department’s operation?  Maybe you are being asked to do more with a flat budget or you have already cut the budget beyond where you believe is prudent.  You try to explain the challenges of managing technology and the need to make investments to support the business.  Or perhaps you are simply trying to argue why the budget and allocations need to go up to meet additional expenses.  These discussions are usually difficult, especially when the underlying belief is that IT costs too much.

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Are Your ITSM Initiatives Tied to a Service Centric Vision?

You might be asking what "service centric" means. Let's start with ITIL guidance, where Service Management is defined as a set of specialized organizational capabilities for providing value to customers in the form of services. In this definition, service and value are key words that are intrinsically tied together - if your services are not providing value, your customers are not happy. A service centric vision includes elements of process, technology, roles/responsibilities and organizational structure that work together to form a service value chain - a set of interdependent capabilities that deliver value to your customers and the associated business constituency.

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