The technology landscape is saturated with tools promising to solve every conceivable business problem. Software as a Service (SaaS) platforms, reporting systems, automation tools, and security applications flood the market with features, dashboards, and templates designed to offer quick wins. For many Managed Service Providers (MSPs) and Reseller Executives, the sheer volume of available solutions can be both a blessing and a curse.
On the one hand, innovation and scale are more accessible than ever; on the other, selecting and implementing the right solutions has never been more complex, or more critical.
From my position as an ICT broker working across a wide range of businesses, I have observed a clear pattern emerge: too many organizations are jumping into tool implementation without first building a strong, relevant, and tailored business case.
The assumption is that the template provided by the vendor is sufficient to go live. However, small and medium-sized enterprises (SMEs) rarely fit neatly into these templates. Their needs, workflows, and structures vary significantly. Without bespoke scoping, the very tools intended to simplify business can become cost centers, overlapping with existing systems, underutilized, or worse—distracting from strategic goals.
This article serves as a call for intentionality. It delves into the reasons why business cases matter, why templated approaches fall short, and how MSPs and resellers can leverage the ICT broker model to assist their clients and themselves in maximizing value.
Overlapping Systems: The Silent Resource Drain
One of the most overlooked consequences of ad hoc system adoption is functional overlap. When new tools are introduced without full visibility of what is already in place, it is incredibly easy to duplicate capability across multiple platforms. This is not only about cost; it is also about efficiency and user experience.
In a recent audit conducted for an Managed Service Provider (MSP), we identified three distinct systems responsible for generating client service reports. These systems were powered by a PSA tool, a monitoring platform, and an analytics integration layer that overlayed both. Each system produced slightly different versions of the same data, leading to recurrent internal debates regarding the accuracy of the figures. This situation resulted in wasted time, client confusion, and difficulties in reconciling financial figures by the finance team.
Such overlaps are not uncommon in organizations that experience organic growth but adopt software opportunistically. Each department or manager approves a platform that addresses an immediate need without conducting cross-checking dependencies. Consequently, a patchwork of systems emerges, lacking communication and mutual complementarity.
As brokers, we adopt a holistic approach to system evaluation. We analyze the broader context, examining the functions of various tools, identifying instances of duplication, and determining which systems can be consolidated or decommissioned. Our objective is not solely to reduce costs (although this is often a beneficial consequence), but also to streamline processes and establish a unified version of operational truth.
Reporting Overload and the Quest for Clarity
Data alone does not constitute insight. This is a valuable lesson that many businesses learn through their experiences. Today’s reporting platforms possess immense power. They can ingest and visualize data from numerous sources, generate visually appealing dashboards, and inundate inboxes with daily, weekly, and monthly reports.
However, the challenge lies in the fact that most of these reports remain unread or are misinterpreted. In many organizations, reports are generated solely for the sake of it, rather than due to their necessity. Dashboards are designed primarily to impress rather than provide informative insights. Metrics are monitored out of habit rather than relevance. Consequently, leaders find themselves spending an increasing amount of time managing reports rather than making strategic decisions.
In my experience working with organizations, I have observed instances where over 50% of their weekly reports lack a defined audience. These reports arise from past requests but now consume staff time, hinder strategic focus, and provide a false sense of oversight.
As ICT brokers, our role is to assist clients in stepping back and posing a more fundamental question: what decisions are they attempting to make?
Reporting should serve as the output of strategy, not a replacement for it. By commencing from the desired decision point and working backward, we facilitate teams in designing impactful reports that eliminate those that lack relevance.
An effective report should not overwhelm but rather clarify, highlight risk, opportunity, and deviation. It should empower teams to take action, while all other information should be considered background noise.
Constructing a Living Business Case
A business case is not a static document that can be created once and then discarded. It should be a dynamic artifact that undergoes review, refinement, and continuous reference throughout the lifecycle of a system. A comprehensive business case should encompass more than just ROI projections. It should include:
- Strategic Alignment: Demonstrating how the system supports core business objectives.
- Operational Metrics: Illustrating how efficiency or accuracy will be enhanced.
- Financial Controls: Providing a detailed cost of ownership analysis, including licensing, training, and support expenses.
- User Engagement Plans: Outlining strategies for measuring and driving user adoption.
- Evaluation Checkpoints: Establishing mechanisms for periodic performance review and improvement.
Regrettably, once a tool is implemented, the business case often becomes forgotten. As ICT brokers, our responsibility is to ensure that business cases remain relevant and active. We integrate them into reporting cycles, anchor system reviews to them, and utilize them as guides for feature requests, renewal decisions, and even staff training priorities.
The business landscape is not static, and the rationale for system implementation should not be static either. What may have been prudent in the past may require revisiting in the present. Business cases provide a structured framework for evaluating these matters with context and discipline.
Drawing upon practical experiences, I have identified common pitfalls and drawn parallels to real-world scenarios.
Across the Information Technology (ICT) landscape, certain recurring patterns emerge, offering valuable insights when examined closely.
For instance, a growing service provider may encounter increased client churn despite high technical performance. A thorough examination may reveal that multiple platforms are being utilized to deliver similar services, leading to confusion, duplicated efforts, and inconsistent reporting. By simplifying the technology stack, aligning internal processes, and emphasizing consistent client communications, performance perception can be significantly enhanced.
Another business may find itself incurring expenses for numerous unused software licenses. This often occurs after periods of rapid expansion, operational changes, or transitions to remote work. Without a clear business case revisits, legacy systems and unused access rights accumulate costs. An audit aligned with strategic outcomes can identify areas for cost savings and reallocate capital to initiatives that genuinely contribute value.
A third scenario we frequently encounter involves organizations overwhelmed by the volume of internal reporting. Dozens of reports may be generated weekly, without a clear link to action or outcomes. Leadership becomes data-overloaded and less confident in the information provided. Reframing the reporting function around strategic priorities—ensuring each report supports a specific decision-making need—can restore confidence and facilitate more effective governance.
These examples are not isolated instances. They reflect a broader trend in the market: many businesses are responding to pain points with point solutions rather than pausing to develop comprehensive, tailored business cases that ensure the technology genuinely serves the business’s objectives.
In conclusion, from technological clutter to strategic clarity, it is crucial to address these challenges proactively.
Technology should serve the business, not the other way around. When platforms are adopted without strategic intent, templates are treated as absolute truths, and reporting overwhelms instead of illuminates, businesses lose their competitive advantage.
As an ICT broker, my role is to counteract this inertia. I assist MSPs, resellers, and the businesses they serve by encouraging them to slow down, ask more insightful questions, and make more informed decisions. A tailored business case is not a luxury; it is a necessity. It serves as the foundation for successful implementation, sustainable adoption, and tangible return on investment (ROI).
If you are uncertain whether your current technology stack is delivering the value you anticipated or if you are contemplating a new platform and are unsure where to begin, this is the opportune moment to reach out. The ideal time to construct a business case is prior to signing a contract. The second-best time? Now.
Let us collaborate to build a robust and effective business case.