Most CEOs will agree that growth continues to be the top priority they have for their business. And, in most cases, that growth is typically going to spawn from digital roots in the modern era. The biggest challenge for Infrastructure and Operations leaders is finding ways to deliver the same infrastructure and service capabilities they can locally on a global scale. This means meeting a business’ needs wherever they may be at an affordable price and in an acceptable time. To achieve this, a new approach to global infrastructure enablement is often required.
When a business needs a new service, the role of an Infrastructure and Operations organization is to find an appropriate solution and deliver it quickly, rather than take the time to develop costly fixes that may be unnecessary. Clients are now looking for more than just constant uptime and instead want access to skills and experiences they may not be able to deliver on their own anymore. But what does this mean for I&O organizations and how can they keep up with this growing trend to better serve their client base? The answer hinges on the partners that the organization chooses and the ability they have to help expand operations to new geographic locations at an affordable price.
Now, more than ever, I&O leaders need to take the time to examine and scrutinize their supplier ecosystems to ensure that scaling for digital does not hit roadblocks and keep them from providing new and innovative services to their clients. One easy way to take this into account is to review what suppliers have been doing for the past three years. Homing in on investments they have made and their ability to deliver against product roadmaps will help establish an overall value that they may be able to deliver to partners. With this in mind, here are some questions Infrastructure and Operations leaders should ask when seeking out new partners:
- Does the supplier want to compete with public cloud leaders or complement their services with their own valuable products and services?
- Does the supplier have the right staff with the best digital skills possible needed to suit the needs of an I&O organization and can they demonstrate that quality?
- Can the supplier help an I&O organization expand into new regions that were previously unavailable to them and improve their presence in target countries?
- Can the supplier offer new ideas, innovate new technologies and services or help expand the boundaries of what is possible for the I&O industry?
By working directly with suppliers and ensuring that these needs are being met, I&O leaders can raise the bar of expectation not only for their suppliers but also for any clients they may serve. The best partner for a global infrastructure enablement plan will be able to stay ahead of the Infrastructure and Operations organization and help them provide new products or services. It is important to improve supplier relations now to ensure the organization is prepared for the future and not struggling to catch up.