Mike Cromwell

So Brian, for the next episode of Whiteboard Wednesday. I want to run a hypothetical scenario based on a real conversation that took place earlier today, partner tees up an opportunity. Client has seen explosive growth, and Chris Hewitt, and Jonas Frugea had a call with client this morning. Gave me a debrief on it and a quick high level view is seen explosive growth to 800 employees, majority of which work in remote sites currently because they’ve seen such explosive growth, don’t have a traditional I.T. organization.

Mike Cromwell

Person has been hired in to a role in another function, but used to work in the IT has been an I.T. organization before, knows IT, knows technology and this individuals become the designated person. Feedback on the call was there getting she’s getting four to five hundred emails a day. That would traditionally be a ticket in a normal organismic normal organization with that is happening over email and oftentimes people don’t know who to copy. So they’re copying lots of people on emails and they may be getting picked up and not.

Mike Cromwell

But the net net is. Things aren’t getting done, lots of e-mail traffic. Client comes and says, hey, we’re thinking about ticketing system, and we then expanded the conversation to it’s really got to be ticketing system plus. Support the ability, take the incoming support calls and build process around it. So if you’re talking to that client that, by the way, doesn’t necessarily have this in the budget to try to solve a problem. What advice would you give, certainly getting all of those support requests in some sort of.

Brian Devault

You know, managed environment, ticketing system otherwise would be hugely beneficial. You know, but when you look at a scenario like that, you know, to me, especially where someone says we don’t have a budget for it. You know, if you’re if you think about the amount of money that they’re spending on a daily basis for employees to sit around and not have their their support requests serviced. Think about that. What does that cost and how do you even how do you track that?

Brian Devault

How do you put a number on it? I don’t know, but you can probably look at the organization across an average and say, hey, my people would be able to utilize seven out of eight hours every day out of a workday. If their technology function properly and right now they’re only able to use five out of eight hours, so do that math

Mike Cromwell

and that’s that’s only in the case where somebody’s got a problem, they can’t do perform a function either because an application that work and the computers

Brian Devault

There accounts not provisioned correctly the permissions issue. And I guarantee you with explosive growth, they’ve got a they’re hiring at a very aggressive pace and so on boarding that number of people with what they’ve essentially admitted, no staff or no dedicated staff towards that function is not a it’s not a smooth process. You can almost guarantee it.

Mike Cromwell

We could almost go back to some prior episodes we talked about, about building on boarding process where it doesn’t exist, gets people all the tools on day one, which therefore you put a price on productivity from day one versus not.

Mike Cromwell

But you can also put a price on people it takes two weeks to get all their tools.

Brian Devault

And retention. I mean, you’ve done a study on retention the same way it’s where where the data shows that people that had everything they needed to do their job and were equipped for success on day one are 97%, more likely to be there in whatever it was, month 12 or something with something crazy like that. But I mean, those are just these the soft costs that you don’t have written down and they don’t fall into a budget spreadsheet anywhere. But for a company that says we don’t have a budget but we’re not doing this today, you know, the answer is you got you’ve got to come up with it from somewhere.