Here we outline the ITS proven process, which revolves around three core departments that form the cornerstone of any decent Managed Service Provider (MSP).
It explains how the original design was flawed due to excessive "noise" disrupting the workflow, and how the company addressed this issue by introducing Alignment Engineering and Consulting departments to streamline processes, reduce noise, and foster client partnerships.
While any good MSP will have these three core components, the original design was flawed because excessive "noise" (an increase in tickets coming into the Desktop Support team) could disrupt the flow of how each department interacts.
This "noise" would cause the workforce to be pulled from the other two sections, leading to Centralized Services falling behind on their tasks and Professional Services projects being delayed, resulting in client frustration and overall dissatisfaction within the group.
In 2017, one of the company's board of directors adopted an archetype that introduced, for lack of a better analogy, a quality control group called the Alignment Engineering department.
At that time the department was tasked with running a list of 70 processes and procedures, all adhering to best practices across the company's entire client list (with no extra charge to the client).
After 18 months of hard work, the 70 processes and procedures based on NIST and Microsoft best practices had been implemented for all clients.
An unexpected result was a reduction in the "noise" by about 30-50% across the entire client base.
This reduction resulted in increased productivity for both the clients and the company internally.
The company could now focus on more important things like how to partner with clients and leverage their technology to move their companies forward.
By systematically applying these best practices, the Alignment Engineering department fortified clients' network defenses, reducing vulnerabilities and enhancing overall network security.
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Soon after the Alignment Engineering department was introduced, another group was added to the process as part of the partnering efforts. The Consulting / Chief Information Officer services works hand in hand with the Alignment Engineering Department to coordinate Strategic Business Reviews (SBRs) with each client every 4 to 6 months, based on the client's size and complexity.
The SBRs foster a partnership between the company and its clients.
The SBRs have an ongoing agenda that addresses improvements in service, stability, and security.
The SBRs enable clients to know what they don't know about their IT environment.
The SBRs allow clients to forecast IT expenditures for the next several quarters.
Our CEO, Tom Andrulis, emphasizes the importance of shifting from a reactive vendor to a proactive IT partnership. Tom's insightful approach highlights how a proactive IT partnership not only mitigates risks before they become issues but also drives innovation and supports long-term business growth. By addressing challenges before they arise, your business can focus on what truly matters—growth and success.
What to Expect From Your IT Company
Our CEO, Tom Andrulis, emphasizes the importance of shifting from a reactive vendor to a proactive IT partnership. Tom's insightful approach highlights how a proactive IT partnership not only mitigates risks before they become issues but also drives innovation and supports long-term business growth. By addressing challenges before they arise, your business can focus on what truly matters—growth and success.
