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Niemand wil te veel betalen, zeker niet binnen de IT-dienstverlening. Maar wat is eigenlijk te veel? Natuurlijk is het mogelijk om diensten tegen een scherpe prijs in te kopen. Toch blijkt in de praktijk dat dit vaak leidt tot onverwachte extra kosten of...

Software vormt de ruggengraat van vrijwel elke organisatie. Wanneer u veel matwerk applicaties heeft,  is het meten van kwaliteit en onderhoudbaarheid geen nice-to-have, maar een must om de (toekomstige) kosten goed te kunnen managen. Het lastig om objectief...

We leven in een tijd waarin technologie, marktdynamiek en organisatiedoelen voortdurend aan veranderingen onderhevig zijn, is een doordachte sourcingstrategie geen luxe. Toch blijft het voor veel organisaties een uitdaging om deze strategie concreet en...

Met de huidige krapte in de arbeidsmarkt is het niet vreemd dat organisaties af en toe tegen grenzen aanlopen. Capaciteitstekort, ontbrekende specialistische kennis of simpelweg te weinig tijd om een goed onderbouwde sourcing strategie neer te zetten. Externe hulp...

ITIL is niet zomaar een set richtlijnen; het is een waardevol hulpmiddel dat organisaties helpt hun IT-servicemanagement naar een hoger niveau te tillen. Als consultant zie ik dagelijks hoe deze principes organisaties kunnen transformeren, mits ze op de juiste manier...

A successful renegotiation of IT services requires insight and experience. We provide support in these processes, focusing on sourcing expertise, market conformity, and substantive evaluation. We ensure improved service descriptions to eliminate...

De (door)ontwikkeling van je IT-organisatie vraagt om meer dan alleen de juiste technologie. Het draait om mensen, processen en visie. Wij helpen organisaties bij het creëren van een stevig fundament én het zetten van de volgende stap. Niet door alles over te nemen,...

In any partnership between a client and an IT service provider, everything revolves around trust, expectations, and results. A clear IT service description with well-defined demarcation forms the foundation for this. Why? Because it prevents misunderstandings during the collaboration about who does what – and who is responsible for what.

Service Integration and Management (SIAM) helps organizations effectively manage multiple IT suppliers. Instead of isolated contracts that do not align well, SIAM offers an integrated approach where all parties work together to provide seamless services.

When it comes to IT sourcing, avoiding vendor lock-in is a key focus. Whether dealing with traditional, SaaS, PaaS, or IaaS services, companies that maintain flexibility in their contracts and technology choices can respond more quickly to market changes.

IT sourcing offers organizations the opportunity to work more flexibly, efficiently, and innovatively. There are various models, such as single vendor, multi-vendor, and best-of-breed. Each model has unique advantages: a single vendor can provide simplicity and economies of scale, while a multi-vendor approach offers more specialization and bargaining power.

Governance plays a crucial role in successful IT sourcing. Clear agreements on responsibilities, performance, and collaboration lead to better manageable contracts and higher service quality.

IT sourcing offers many opportunities, but also has pitfalls. Unclear contracts, lack of governance, and over-dependence on suppliers can negate the benefits.

Transparency in IT contracts leads to better collaboration, more trust, and long-term partnerships. When both parties openly communicate about expectations, performance, and risks, contracts are created that are not only legally correct but also practically executable.

A well-designed target operating model (TOM) forms the backbone of a successful IT sourcing strategy. It ensures clear roles, defined responsibilities, and optimal collaboration between internal teams and external suppliers

Effective IT service delivery starts with a solid foundation. This includes not only ITSM processes but also IT organization, governance, reporting, and meeting structures. A well-defined IT Operating Model (TOM) helps align IT strategy and operations with business goals, increasing efficiency, reducing costs, and accelerating innovation.

This also means it's time to check your IT contracts or take them into account when entering into new contracts. There are several points of attention to ensure that you meet the requirements and best practices of NIS2. We have listed a number of points of attention below:

IT contract lifecycle management (CLM) has become a cornerstone for organizations aiming to keep pace with change and maintain a competitive edge. The essence of IT CLM lies in its ability to adapt IT contracts to support changing business needs, ensuring that technology services remain aligned with strategic objectives.

𝗧𝗵𝗲 𝘃𝗮𝗹𝘂𝗲 𝗼𝗳 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗜𝗧𝗜𝗟/𝗜𝗧𝗦𝗠 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀  Within IT service management, it's important for organizations not only to maintain their ITIL and ITSM processes but also to actively seek ways to improve them. These improvements...

For 'IT managers,' it is essential to have a clear view of IT expenditures. Having control over costs and being able to predict cost developments enables organizations to act proactively, implement innovations, mitigate risks, and optimize investments.

Creating an effective IT sourcing strategy is a multi-step process that involves understanding your organization’s needs and aligning them with the right technology and services. Below a structured approach to developing an IT sourcing strategy:

Your IT supplier is an important partner for your business operations. You rely on their services, products, expertise, and support for the continuity of your business processes. But what if your IT supplier gets into trouble? What if they go bankrupt...

We all encounter IT challenges from time to time. Whether it's solving technical issues, implementing new application versions, or developing a digital strategy, a reliable sounding board can make a difference

When searching for a new IT service provider, it is important that you have 'a good feeling' about your future supplier, as you will be working closely together for the coming years. Traditional selection processes often follow a rigid path, but an approach based on dialogue offers a valuable alternative that transforms and optimizes the process.

When your IT service provider underperforms, you face a crucial decision: stay or change? It's a dilemma many companies encounter. On one hand, there's the notion of switching to a new supplier, hoping for better service. On the other hand, there's the argument to invest in improving the relationship with the existing supplier and the quality of their services.

It is important that your IT governance organization functions well to support and ensure the success of your business processes. The governance organization is responsible for managing, coordinating, and optimizing IT processes to ensure seamless operation of systems and applications. But what makes an IT governance organization effective?

Outsourcing IT services to an external provider can be a strategic decision for many organizations, as it can help them reduce costs, access specialized skills, and focus on their core business.

Businesses face the challenge of selecting the right technological solutions that support current and future business processes. But it doesn't end there. These contracts also need to be actively managed to align with evolving business needs.

Rationalization of your IT landscape and suppliers? More efficient operation of your IT Service Management processes? Business needs that align even better with the services of your IT organization? Suppliers contracts that adapt to your business developments?

In the rapidly evolving world of information technology, the ability to be agile is of invaluable importance. The 'Contract Lifecycle Management process' (CLM) emerges as a strong tool for organizations aiming to adapt to market developments, business changes, and technological advancements.

ASICS “Anima Sana In Corpore Sano” – “a sound mind in a sound body” Aaron Stafford (Director Security, Infrastructure & Application Services ASICS Technology B.V.) “I'm pleased to continue our long-standing and valued relationship with Van Dorp Management Consultancy into...

In a world where business relationships are becoming increasingly complex, effective communication between customers and suppliers is essential. Dialogue sessions provide a valuable opportunity to promote mutual understanding and strengthen collaboration.

Enthusiastic customers! That's what it's all about. If you've ever seen Steve Jobs launch a product where the audience cheered as if they had received tickets to a concert, then you know what I mean. But how do you generate that excitement?

A migration to SAP S/4HANA can be a significant leap forward for your organization, but it requires thorough planning, investment, and engagement from both the IT and business teams. Before you begin, it is advisable to conduct a comprehensive evaluation to determine...

Early Supplier Involvement (ESI) is a strategic approach wherein outsourcing providers are engaged in the decision-making process at the early stages of planning and designing IT projects or services. Instead of treating the supplier as a mere contractor, ESI views them as a strategic partner, collaborating closely from the outset.

Preparation is Key; first identify which functionalities you really need, what types of users/licenses are available, possible forms of licenses, determine your negotiation strategy, and what the maximum cost should be. There is a lot to gain in the negotiation strategy, and...

The current agreement with your current supplier is approaching its end. There have been some challenges during the past period, and there's a sense of unrest within the organization. What will you do now? Several options are available:

I sometimes observe a lack of understanding between customers and suppliers regarding the quality experience of the provided services. Customers don't comprehend why certain service levels are not met, while suppliers keep bouncing incidents back due...

These are the key focus areas: Define clear objectives Design tailored processes Automate where possible Drive adoption within the organization Measure and evaluate performance Continuously improve Invest in training and development Demonstrate the value

Technology and business requirements are constantly changing and evolving. This can sometimes happen very quickly due to external developments or rapidly changing business needs. By knowing the content of the contractual agreements, you can prevent inefficiency, minimise risks and make better decisions. A good supplier relationship is essential here.

" I should be able to expect that..." is a phrase often heard when a customer and supplier have different expectations regarding the agreed-upon service. However, if those expectations were present, they should have been clearly described in the scope or objectives. Therefore, pay extra attention to this, as it will benefit the service and relationship between the parties.

I never enter into a fixed contract with my clients, which means we agree on the desired outcome, but not on the specific number of hours per week of the project.

Selection processes have a beginning and an end. The end is where all contract documents are signed and the signatures are put on the MSA (sometimes followed by a celebratory drink). For the facilitator of the selection process, the work is done. For the client (and the supplier), however, the real work is just beginning; the transition and transformation.

Not everyone enjoys responding to a (public) IT tender. It is often seen as time-consuming and bureaucratic. Support in such processes can be beneficial and increase the chances of success.

References from potential suppliers can be tempting to rely on during a selection process. It is important to remember that references do not always provide a complete picture of reality.

The past period, ASICS held a number of strategic workshops to determine the strategy and future vision for the ITSM implementation. ASICS has already implemented a lot in recent years, but wants to continuously adapt to the changing organization and keep improving to serve the business and its customers as well as possible.

No one wants to pay too much, especially when it comes to IT services. But what is too much? The services can be performed at very low cost, but do they meet the actual need? Or do you often have to provide additional tasks, including the associated costs, to get the desired level of service?

The world of supplier offers has evolved significantly in recent decades. I receive high-quality offers monthly, which are composed with great care and attention to detail. The content is well described, including specific solutions, tools, and processes. It's a great story that suppliers are proud of.

I often come across lists of SLAs with KPIs with the thought that measuring everything will result in better customer service. This idea is still prevalent in the government sector in particular. However, the opposite is true. This approach often creates a rigid and inflexible attitude between parties, which certainly doesn't improve the customer experience.