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

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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

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3 Key Considerations when Making Investments in IT

Many IT organizations look inward when making investments in IT.  The focus is usually on which new technology to fund or perhaps how to reduce spending because budgets are tight.  Focusing on your customers and the services they need is good place to start changing that paradigm. It may even lead to a larger budget and more investment opportunities.   

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Not Looking Forward to Budget Season?



Dreading Another Year of Budget Cuts? Stop Defending Your Budget and Become a Value Partner!
Budget season for most is not a pleasant activity.  Unless you are seen as a strategic partner in your organization, the revenue producing businesses will be looking to cut your budget and you’ll be forced to defend every dollar.  It doesn’t have to be this way - there are steps you can take to be seen as a value partner within your company.

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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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Are You Struggling to Show Return on Your ITIL Investments?



Have you implemented Incident, Problem and Change management, but it’s falling short of the perceived benefits of adopting ITIL.  Are you getting bogged down with the blocking and tackling of your ITIL implementation that inevitably leads to value questions that leaves you feeling like you’re spinning your wheels and constantly sending you into defense mode about the investments you made.  It’s a common problem. 

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

Save My Seat

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White Paper: Stop Defending Your Budget and Start Selling Your Services

Does the thought of another budget planning meeting give you fits of anxiety? That doesn't need to be the case. Download our latest white paper to better understand how to use Technology Business Management best practices to align your service capabilities with business needs. This white paper will teach you how to:

  • Articulate business value by understanding what you sell, not what you do
  • Align your Service Catalog with a Service Portfolio to show value
  • Use the Service Portfolio to plan and forecast your service investments
  • Tune your business planning process to enable Service Portfolio Management and Investment Based Budgeting
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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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