There is a shift happening in the marketplace where businesses are increasingly choosing to outsource specific roles to Managed Service Providers. There is a realization that it is not effective for larger entities to outsource all IT roles.
After 100+ endpoints, it’s important to have an internal IT manager or team. However, the IT budget does not always grow as fast as the IT department needs to. Therefore, IT leaders are choosing to outsource certain tasks to ensure the organization can have the proper technical support while sticking to their allocated budget.
Shifting to Co-Managed IT can seem like a daunting task. Our goal with this guide is to give you the tools you need to be successful in this transition.
Step 1: Evaluate multiple providers.
This is without a doubt the most important aspect of transitioning. Consider the below points:
Step 2: Clearly define the Outsourced/Augmented IT role before the agreement begins.
When you fully outsource your IT operations to a Managed Service Provider (MSP), they assume all responsibility for an organization’s IT infrastructure and network security. However, as a business gets larger, it will not make sense to outsource ALL roles. However, it also won’t make financial sense to bring everything in-house (usually). So, a mixture is not only common but growing in popularity. This mixture will require the company leadership, in-house IT, and outsourced IT to set clear expectations of roles.
Here are some examples of clearly outlining outsourced roles:
I’m sure you can see why internal IT departments outsource. Imagine the backup scenario, for instance. In-house, you may need a dedicated individual for that one role. That is a big expense for just one role. The other option is to have them take on additional roles. That’s great, but that spreads them thinner which will inevitably lead to a ball being dropped. Unfortunately, the ball cannot be dropped even once when it comes to data backup or network security. Too much at stake.
Step 3: Onboarding with a new IT company
This is a critical part of the process. You may have been blown away by the sales process/person, but now it’s time to see if the organization can back it up. On the flip side, the sales process may have completely sucked but you decided to give the provider a try anyway. Just because an organization puts a lot of time and effort into sales does not necessarily mean they will put the same level into their service, and vice versa. This phase will flip the rocks to see what’s under the nice haircut and polished presentation.
Factors to consider:
Here is the unfortunate truth: If anything is dropped, delayed, or unsatisfactory during onboarding you need to understand that’s probably not an anomaly and may be present for the remainder of your partnership. If multiple items went wrong, then you have a critical question to ask yourself: Do you halt the transition and restart the process at Step 1? Or are you going to be okay with the level of response and attention to detail that you received during onboarding?
If the onboarding is smooth, communication is on point, recommendations are helpful, and the timeline is met, then congratulations! You probably found the right Co-Managed IT Firm.
Bonus Tips for a successful transition to a Co-Managed IT Firm:
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