Technology and Innovation Expertise Targeted at the Goal C-Suites Care Most About – REVENUE GROWTH
Companies rely on modern Information Technology platforms to conduct business on a day-to-day basis, and an enormous industry exists to support the operation and improvement of these software and hardware solutions. Reliable success on this “Basic IT” is TABLE STAKES in today’s economy.
But VERY FEW solution providers focus on the highest leverage impacts which Technology can have on a business – REVENUE GROWTH. Innovation Vista was founded to Drive Revenue with Technology for our clients. We’ve achieved top-line growth with differentiated IT capabilities in many ways in different industries, and we can do it for you.
Install a Safety Net on IT Risk and Focus Your Technology 0n REAL TOP-LINE IMPACT
Leverage the expertise of a successful C-level IT Leader, selected for your organization for industry experience and skill-sets – and of course, a mindset focused on Innovating for Top-Line Growth. They can review all of your plans, security protections, processes, budgets, and contracts.
- Are you running risks on stability or security of which you’re unaware?
- Have your systems and data already been comprised without your knowledge?
- Are you being taken advantage of by software and hardware companies with expert negotiators?
Once our consultant ensures your systems are stable, reliable, and efficient, we Innovate Beyond Efficiency. The technologies we often use to drive Revenue are proven and economical, and our experts will collaborate with your leadership and technology teams to bring the best of those options to your organization based on real ROI.
Pull Back the Curtain on a Vista of Innovation for About the Cost of an Entry-level Technician
- FREE INITIAL ASSESSMENT of your IT platform & group
- New Technology trends/capabilities applicable to your business
- Competitor/SWOT analysis on Innovation & Digital Transformation
- Key question answered: What is needed in IT to catch up with (or surpass) your competitors?
- Identify Stabilization opportunities for unreliable or insecure systems
- Identify Cost Savings opportunities from automation & enhanced systems
- Identify Revenue opportunities from differentiated Tech capabilities
- Analysis & Roadmap: How can your company’s IT platform become a profit center?
- Vetting/consulting on all internal IT plans, budgets, negotiations, projects
- Vendor oversight on all key IT software, hardware, and service providers
- Coaching for a company’s top IT leader, esp. re: a business mindset for IT
End the Trade-offs of Cost vs. Experience and Impact. Let us Tailor a Service for Your Organization’s Needs and Opportunities
- Our consultant can collaborate regularly with a specific CXO (often CFO, COO, CMO, or CEO). This can be a 1:1 private advisory partnership, or…
- Our consultant can participate &/or submit assessments/reports for monthly/quarterly leadership meetings
- Our consultant can regularly touch base and mentor your company’s top IT leader to upgrade their focus on Revenue Growth
- …or any combination of the above
Get your FREE ASSESSMENT and see how we can help your organization
- There is no obligation. If you like, you can take our ideas directly to your Tech team/vendor for them to consider.
- But if you’d like to partner with an expert bringing this approach, signup for ANY/ALL THE SERVICES ABOVE for about the cost of an entry-level technician
Curious what kind of impact Technology can have on your organization’s top-line?
Tech company startups are the darlings of the press and of venture capitalists. It certainly seems that tech companies dominate the list of "Unicorns" and top IPOs from the last few decades. Their pace of revenue acceleration (though not necessarily usually earnings) are breathtaking - at least for the few who make it "over the hump" to reach critical mass. But these are far from the only startup businesses where key IT decisions are needed. In non-IT startup companies, the landscape of tech choices is different, although potentially just as impactful on the company's chances of success. Tech isn't their product, but in many cases it may make up a significant part of their engine (there is a spectrum of IT impact, of course - that's one reason why "It Depends..") Interestingly, from the myriad books on the topic of startups pumped out of publishing houses these days, very few [...]
When you teach your children how to read, you don’t hand them a dictionary. You start with one letter, then move on to the next, hoping you know enough words that describe the letter “X” and can create a system from which they will learn on their own. No one expects a toddler to suddenly pick up the morning paper and process the symbols inked onto the page into useable information—but even knowing that, they begin the long, tedious, (painful?) steps to ensure that one day their child, years down the road, can read the morning paper if they so choose. The results are worth the pain in the end. Yet when people hear about the developments of AI in business, many of them assume the process is pointless if the technology has not reached a level of newspaper-reading, so to speak. What would be the point of investing money [...]
Organizations run the risk of being "inoculated" against the power of innovation if their early investments in technology or "digital transformation" fails to deliver business benefits. In fact, "Digital" is becoming a four-letter word in some companies. One risk is if the initial digital "pilot" is over-hyped by its sponsors, possibly in an effort to get approval for the initiative if it's a controversial topic. While it may seem justifiable to over-promise a little with the idea that "they'll get excited when they see how close the team can get", in fact this is a very dangerous stretch which risks killing the chance of future projects altogether. Better to continue to win hearts and minds to the vision using reasonable expectations than to stretch them unwisely. Inoculation can occur even if expectations aren't stretched though. In some organizations the skeptics may lie in wait for a pilot project to fail [...]
Innovation Vista keeps our past clients and partnerships confidential. Unless you choose to publicize our joint work, the public - and specifically your competitors - will not know you are working with us, or planning anything new or different. Sun Tzu said it well: All warfare is based on deception. Hence, when we are able to attack, we must seem unable; when using our forces, we must appear inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near. -- Sun Tzu, The Art of War It is often useful for new and potential clients, though, who are envisioning possible innovation and digital projects, to consider how our approach has benefitted other companies, even just in broad anonymized strokes... One recent example was a financial intermediary involved in connecting counterparties with specific investment needs [...]
"We do a great job. 90% of our KPIs and projects are in the green, and we had 99.9% uptime last month..." ...Comments like this can be indicative of successful IT shops, hitting on all/most cylinders and empowering their companies to great results. ...Comments like this can also come out of IT leaders' mouths in departments which are completely failing their businesses - possibly without them even knowing it. Wait, you say. How could Key Performance Indicators be put in place, or projects approved, without the business being on board? And if 90% of them are in the green isn't that a good sign? Not necessarily. They could very well be meaningful, but KPIs may not really measure how well IT is supporting and empowering the business. Consider these common situations: KPIs surrounding reaction times to requests, but none addressing proactivity KPIs about bug fixes, but none measuring the [...]
CEOs are in a complex quandary on information security. On the one hand this is a topic requiring deep technical expertise which is (usually) outside the wheelhouse of CEOs, unless they head up a security tech company. On the other hand, it has become abundantly clear that in the court of public perception (and for that matter, the court of law), it is considered a CEO's personal responsibility to ensure that appropriate protections are in place to protect the information of a company's customers - particularly consumers. No CEO wants to end up on the front page of the newspaper or sued for negligence over a breach. Recent incidents should serve as sufficient motivation: Yahoo - 3.5 billion account details were hacked in two different breaches. Every single account on a system serving nearly half of the world's population in 2013-14 (not fully disclosed until 2017) Sony Motion Pictures - [...]