*By Michael Bialli
The beginning of the year is synonymous with planning for the new period that is beginning. When it comes to the corporate universe and investments in technology, this concern is even greater, as a poorly planned budget can result in precarious digitalization and even security vulnerabilities. security.
In this sense, every company that structures its investments in new technologies or digital strategies takes as its foundation the potential spending dimensioned for the coming years, which includes current action contracts, such as software licensing, the costs of which are expensive. Therefore, in this planning phase, it is essential to understand whether these expenses are within what is appropriate, in addition to drawing up a roadmap of projects for the coming years, in order to achieve more assertive cost control.
To this end, the level of digital maturity and the types of processes of each company greatly influence the journey. Some already consider strategic planning issues for the next three or five years, while others only do so for the following year. But when it comes to cost management and strategic planning for the cloud, this is a pressing issue for any organization today.
Digital maturity
One thing is a fact: just hiring people or control software does not solve organizations' digital maturity issues. The solution is to develop planning based on three pillars: people, processes and technology. And, to advance in this scenario, it is increasingly essential to combine internal policies with a new moment in the market.
according to a study carried out by the consultancy McKinsey & Company in 2022, the average digital maturity of Brazilian companies is 39 points, on a scale of 0 to 100. This means that national companies are at an intermediate level of digital maturity, still with great potential of growth.
For this reason, in order to have assertive planning that will take advantage of the full power of technology in business, it is necessary to deal with processes, starting with a diagnosis phase. It is possible to evaluate internal bottlenecks, check the most immediate areas for improvement and their impact on the organization. By incorporating these transformations into the company, combined with best market practices, it is possible to control technology costs.
In relation to people, the initial diagnosis supports understanding whether employees are suited to the new processes or whether they need some type of specialization. It's about allocating people to the right place. While on the technology side, facilitate understanding of the type of technology that the company is prepared to receive, since there is no point implementing the best tool on the market if it will not be possible to use the full potential of its resources.
These three pillars can bring a more assertive vision to decision-making and the adoption of new technologies, outlining a more appropriate plan for what the organization's end user is consuming in terms of software and assets, in order to optimize expenses and ensure better negotiation with customers. software manufacturers.
Overcoming technological challenges
While the adoption of cloud technologies has been accelerated, especially after the pandemic, the level of technological maturity of people within organizations is still low, although there is a tendency for rapid evolution in the coming years – which also employs in a new concern for corporations: security.
According to a study carried out by the cybersecurity company Kaspersky Lab in 2023, 90% of Brazilian companies present security vulnerabilities, mainly driven by factors such as lack of knowledge and awareness about cybersecurity; use of outdated or vulnerable technologies; and human vulnerabilities, such as user errors or security flaws.
Amid the complexities of planning for the next year in the corporate universe and investments in technology, the conclusion is clear: digital maturity is a crucial element for the success and security of organizations.
With a close look at the pillars of people, processes and technology, it is clear that simply acquiring resources or software is not enough. Evolution requires an integrated approach, which includes an accurate diagnosis of internal processes, the appropriate allocation of talent and an understanding of technological capabilities.
*Michael Bialli is Sales Manager ITAM Brazil at SoftwareOne, a global provider and leader in end-to-end solutions for software and cloud technology.
Notice: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
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