Category Archives for "Managed Services News"

May 25

How to Avoid Technology Being an Afterthought in M&A Integration

By | Managed Services News

Don’t let poor tech integration planning break an M&A deal.

Seven's Karen Thomas-Bland

Karen Thomas-Bland

As mergers and acquisitions deals become more complex, technology integration becomes critically important. Despite its underpinning role, it’s often an aspect of integration that isn’t prioritised early on, is under-resourced and is an area where costs can quickly spiral out of control.

Disjointed technology integration can negatively affect processes between two businesses, as well as put business objectives and synergy delivery at risk. Technology, in my experience, either makes or breaks the deal – it’s that important. M&A deals are subject to heavy financial scrutiny from shareholders and financial advisers, but good technical due diligence is often an overlooked area.

What Type of Deal Is It?

Before considering the technology integration aspects of a deal, it’s important to consider your overall integration thesis and the degree of transformation that’s needed. I typically think about three scenarios. It’s important early on to determine which situation applies:

  • Keeping the two businesses separate – a bolt-on acquisition. In this scenario you preserve the individual capabilities of both organisations. From a process and technology perspective, the work is often determining where business models align, if at all, and the key governance points.
  • Integrate the businesses and find economies of scale. This involves integrating all activities and ensuring the approach is coordinated across geographies, functions, sectors and business units. This needs a detailed organisation design, process mapping and working through the technology integration approach.
  • Use the integration to redesign the business, considering what activities need to be done, how best to do them and what elements to retain. A redesigned operating model will be needed for this and is often a significant cost while repositioning the business for growth and undertaking a business transformation. This often involves a new process and system design with different hand-off and control points, new capabilities, and different governance models.

After understanding the integration thesis, then it’s time to define the contribution and role of technology in the new business design and operating model; understand the impact of process and technology integration on synergy capture and delivery; and define critical processes and systems and work out the integration approach for each.

Technology systems can vary greatly between two companies, and even within one company in terms of status, usability and age. If a technology deficit exists and isn’t noted, it could result in significant time devoted to modernising and upgrading technologies to unify the IT infrastructure.

Integration Lessons Learned

The lessons I’ve learned from integrating companies over the last 25 years include:

Involving technology leadership in the M&A process is critical to success. Any missteps in merging IT infrastructure can cause unnecessary frustration and add a layer of complexity to an already complex process. A lack of planning, testing, communication and expertise can lead to poor results. Leaders can assess and put in place mechanisms to control costs when tech is included in the conversation from the beginning.

Decide which systems and data to keep and consolidate. Business leaders must make decisions about the systems and data to keep and consolidate and bring the right people to the table when discussing these. For example, creating a …

May 25

How to Avoid Technology Being an Afterthought in M&A Integration

By | Managed Services News

Don’t let poor tech integration planning break an M&A deal.

Seven's Karen Thomas-Bland

Karen Thomas-Bland

As mergers and acquisitions deals become more complex, technology integration becomes critically important. Despite its underpinning role, it’s often an aspect of integration that isn’t prioritised early on, is under-resourced and is an area where costs can quickly spiral out of control.

Disjointed technology integration can negatively affect processes between two businesses, as well as put business objectives and synergy delivery at risk. Technology, in my experience, either makes or breaks the deal – it’s that important. M&A deals are subject to heavy financial scrutiny from shareholders and financial advisers, but good technical due diligence is often an overlooked area.

What Type of Deal Is It?

Before considering the technology integration aspects of a deal, it’s important to consider your overall integration thesis and the degree of transformation that’s needed. I typically think about three scenarios. It’s important early on to determine which situation applies:

  • Keeping the two businesses separate – a bolt-on acquisition. In this scenario you preserve the individual capabilities of both organisations. From a process and technology perspective, the work is often determining where business models align, if at all, and the key governance points.
  • Integrate the businesses and find economies of scale. This involves integrating all activities and ensuring the approach is coordinated across geographies, functions, sectors and business units. This needs a detailed organisation design, process mapping and working through the technology integration approach.
  • Use the integration to redesign the business, considering what activities need to be done, how best to do them and what elements to retain. A redesigned operating model will be needed for this and is often a significant cost while repositioning the business for growth and undertaking a business transformation. This often involves a new process and system design with different hand-off and control points, new capabilities, and different governance models.

After understanding the integration thesis, then it’s time to define the contribution and role of technology in the new business design and operating model; understand the impact of process and technology integration on synergy capture and delivery; and define critical processes and systems and work out the integration approach for each.

Technology systems can vary greatly between two companies, and even within one company in terms of status, usability and age. If a technology deficit exists and isn’t noted, it could result in significant time devoted to modernising and upgrading technologies to unify the IT infrastructure.

Integration Lessons Learned

The lessons I’ve learned from integrating companies over the last 25 years include:

Involving technology leadership in the M&A process is critical to success. Any missteps in merging IT infrastructure can cause unnecessary frustration and add a layer of complexity to an already complex process. A lack of planning, testing, communication and expertise can lead to poor results. Leaders can assess and put in place mechanisms to control costs when tech is included in the conversation from the beginning.

Decide which systems and data to keep and consolidate. Business leaders must make decisions about the systems and data to keep and consolidate and bring the right people to the table when discussing these. For example, creating a …

May 25

Introducing the 2022 Channel Futures MSP 501: The Best of the Best

By | Managed Services News

Welcome to the new MSP 501, and the class of 2022 revealed! Register for the official webinar.

It’s that time again! Join Allison Francis, Senior News Editor, Channel Futures. Robert DeMarzo, Vice President, Content Informa Tech and Eric Kohl, VP Advanced Solutions, Ingram Micro for the reveal of the 2022 MSP 501 winners. Allison, Robert and Eric will:

  • Welcome to the 2022 Channel Futures MSP 501.
  • Key Findings and Takeaways: Trends: How Cloud, Security and Emerging Tech Powered This Year’s List.
  • Unlocking the Secrets of the 501: A panel of experts debates the results and analyzes new challenges in 2022.
  • The State of the MSP Market: Insight from Ingram Micro’s Eric Kohl, VP Advanced Solutions, Security & Networking.
  • The Class of 2022 Revealed: Join Channel Futures as it reveals the names and rankings of the 2022 list.

The MSP 501 is the world’s first, largest and most comprehensive survey and ranking list in the IT channel. Every year, partners around the world throw their hats in the ring for a chance to be named an MSP 501er. The data collected in the survey process fuels Channel Futures’ editorial coverage, event programming and thought leadership so that we’re talking about the things partners are most concerned with.

Tune in to see if you made the 2022 list or, if you didn’t apply, why you should submit next year to be part of the 501er Community.

Register Now

May 25

How to Avoid Technology Being an Afterthought in M&A Integration

By | Managed Services News

Don’t let poor tech integration planning break an M&A deal.

Seven's Karen Thomas-Bland

Karen Thomas-Bland

As mergers and acquisitions deals become more complex, technology integration becomes critically important. Despite its underpinning role, it’s often an aspect of integration that isn’t prioritised early on, is under-resourced and is an area where costs can quickly spiral out of control.

Disjointed technology integration can negatively affect processes between two businesses, as well as put business objectives and synergy delivery at risk. Technology, in my experience, either makes or breaks the deal – it’s that important. M&A deals are subject to heavy financial scrutiny from shareholders and financial advisers, but good technical due diligence is often an overlooked area.

What Type of Deal Is It?

Before considering the technology integration aspects of a deal, it’s important to consider your overall integration thesis and the degree of transformation that’s needed. I typically think about three scenarios. It’s important early on to determine which situation applies:

  • Keeping the two businesses separate – a bolt-on acquisition. In this scenario you preserve the individual capabilities of both organisations. From a process and technology perspective, the work is often determining where business models align, if at all, and the key governance points.
  • Integrate the businesses and find economies of scale. This involves integrating all activities and ensuring the approach is coordinated across geographies, functions, sectors and business units. This needs a detailed organisation design, process mapping and working through the technology integration approach.
  • Use the integration to redesign the business, considering what activities need to be done, how best to do them and what elements to retain. A redesigned operating model will be needed for this and is often a significant cost while repositioning the business for growth and undertaking a business transformation. This often involves a new process and system design with different hand-off and control points, new capabilities, and different governance models.

After understanding the integration thesis, then it’s time to define the contribution and role of technology in the new business design and operating model; understand the impact of process and technology integration on synergy capture and delivery; and define critical processes and systems and work out the integration approach for each.

Technology systems can vary greatly between two companies, and even within one company in terms of status, usability and age. If a technology deficit exists and isn’t noted, it could result in significant time devoted to modernising and upgrading technologies to unify the IT infrastructure.

Integration Lessons Learned

The lessons I’ve learned from integrating companies over the last 25 years include:

Involving technology leadership in the M&A process is critical to success. Any missteps in merging IT infrastructure can cause unnecessary frustration and add a layer of complexity to an already complex process. A lack of planning, testing, communication and expertise can lead to poor results. Leaders can assess and put in place mechanisms to control costs when tech is included in the conversation from the beginning.

Decide which systems and data to keep and consolidate. Business leaders must make decisions about the systems and data to keep and consolidate and bring the right people to the table when discussing these. For example, creating a …

May 25

Verizon, AT&T Among Avaya Partner of the Year Award Winners

By | Managed Services News

Who was awarded the overall U.S. Partner of the Year for total growth?

Avaya just unveiled its Partner of the Year Awards. They honor five U.S. and four Canadian supplier and channel partners for helping Avaya to grow its business.

The awards celebrate companies across six categories (Avaya OneCloud Public, Avaya OneCloud Subscription, Systems Integrator/Service Provider, Avaya Cloud Office, Avaya OneCloud Services, and U.S. Federal). Avaya also awards overall U.S. and Canadian partners for total revenue and total growth.

Avaya’s Frank Ciccone

Frank Ciccone is senior vice president of North America Sales at Avaya.

“Our partners have delivered impressive results during a challenging year while showing extraordinary commitment to their customers,” Ciccone said. “We are dedicated to helping our partners by providing them with incredible benefits and robust solutions to better service their customers. Our team celebrates their collective efforts and looks forward to a promising future with them.”

U.S. Winners

ConvergeOne took home Avaya OneCloud Public Cloud Partner of the Year, the Avaya OneCloud Partner of the Year, and overall U.S. Partner of the Year for Total Revenue awards. ConvergeOne is one of Avaya’s largest global partners with more than 13,000 enterprise and midmarket customers.

Verizon won the Systems Integrator/Services Provider Partner of the Year and overall U.S. Partner of the Year for Total Growth awards. Verizon has grown its Avaya partnership by more than 250%  and increased Avaya’s customer base by 100,000 seats in 2021.

Jenne received the Avaya Cloud Office Partner of the Year award. Jenne is a cloud services brokerage and value-added distributor of technology solutions focusing on unified communications and collaboration, networking and infrastructure, video conferencing, physical security and the internet of things (IoT).

AT&T won the Avaya OneCloud Services Partner of the Year award. This is the third consecutive year that AT&T has taken home a partner of the year award.

Ronco C&E received the U.S. Federal Partner of the Year award. It’s been a top-tier Avaya Diamond Partner for several years.

Canada Winners

Telus Communications earned two awards: Overall Canadian Partner of the Year for total revenue and Systems Integrator/Service Provider Partner of the Year. Telus and Avaya have jointly developed an Avaya OneCloud solution.

Connex received three awards: Overall Canadian Partner of the Year for Total Growth, Avaya OneCloud Services Partner of the Year, and Avaya OneCloud Subscription Partner of the Year. Connex continues to be a solutions provider supporting some of Avaya’s most prominent customers in Canada across government, education, enterprise, and midmarket, the company said.

Synnex Canada earned the Avaya Cloud Office Partner of the Year award. Synnex distributes more than 40,000 technology products from more than 500 of the world’s top suppliers.

BrantTel Networks garnered the Avaya OneCloud Public Cloud Partner of the Year award. In its last fiscal year, BrantTel led year-over-year growth of customers migrating to the cloud.

 

May 25

How to Avoid Technology Being an Afterthought in M&A Integration

By | Managed Services News

Don’t let poor tech integration planning break an M&A deal.

Seven's Karen Thomas-Bland

Karen Thomas-Bland

As mergers and acquisitions deals become more complex, technology integration becomes critically important. Despite its underpinning role, it’s often an aspect of integration that isn’t prioritised early on, is under-resourced and is an area where costs can quickly spiral out of control.

Disjointed technology integration can negatively affect processes between two businesses, as well as put business objectives and synergy delivery at risk. Technology, in my experience, either makes or breaks the deal – it’s that important. M&A deals are subject to heavy financial scrutiny from shareholders and financial advisers, but good technical due diligence is often an overlooked area.

What Type of Deal Is It?

Before considering the technology integration aspects of a deal, it’s important to consider your overall integration thesis and the degree of transformation that’s needed. I typically think about three scenarios. It’s important early on to determine which situation applies:

  • Keeping the two businesses separate – a bolt-on acquisition. In this scenario you preserve the individual capabilities of both organisations. From a process and technology perspective, the work is often determining where business models align, if at all, and the key governance points.
  • Integrate the businesses and find economies of scale. This involves integrating all activities and ensuring the approach is coordinated across geographies, functions, sectors and business units. This needs a detailed organisation design, process mapping and working through the technology integration approach.
  • Use the integration to redesign the business, considering what activities need to be done, how best to do them and what elements to retain. A redesigned operating model will be needed for this and is often a significant cost while repositioning the business for growth and undertaking a business transformation. This often involves a new process and system design with different hand-off and control points, new capabilities, and different governance models.

After understanding the integration thesis, then it’s time to define the contribution and role of technology in the new business design and operating model; understand the impact of process and technology integration on synergy capture and delivery; and define critical processes and systems and work out the integration approach for each.

Technology systems can vary greatly between two companies, and even within one company in terms of status, usability and age. If a technology deficit exists and isn’t noted, it could result in significant time devoted to modernising and upgrading technologies to unify the IT infrastructure.

Integration Lessons Learned

The lessons I’ve learned from integrating companies over the last 25 years include:

Involving technology leadership in the M&A process is critical to success. Any missteps in merging IT infrastructure can cause unnecessary frustration and add a layer of complexity to an already complex process. A lack of planning, testing, communication and expertise can lead to poor results. Leaders can assess and put in place mechanisms to control costs when tech is included in the conversation from the beginning.

Decide which systems and data to keep and consolidate. Business leaders must make decisions about the systems and data to keep and consolidate and bring the right people to the table when discussing these. For example, creating a …

May 25

Tanium Unveils New Technology Partner Program for Joint Solutions

By | Managed Services News

Access to real-time endpoint data promotes zero-trust security.

Tanium has launched its new Technology Partner Program. It aims to make it easier for partners to co-build and co-brand solutions powered by the company’s solutions.

As part of the new Tanium partner program, partners can leverage the company’s purpose-built API. It provides access to real-time endpoint data spanning organizations’ entire IT infrastructure. They also have access to Tanium products, documentation, support, technical validation and co-marketing opportunities.

Access to real-time endpoint data promotes zero-trust security, Tanium said. It also enhances application performance and reliability across complex integration environments.

Factors Fueling New Partner Program

Todd Palmer is Tanium‘s senior vice president of global partner sales. He said the maturity of Tanium’s platform and the growing needs of the company’s customer base for enhanced functionality were primary factors for the new program.

Tanium's Todd Palmer

Tanium’s Todd Palmer

“In addition, the program will support our partners that require labs and design tools to successfully build and deploy joint solutions in the market,” he said.

The new Tanium partner program is made available through the company’s new developer portal. It provides resources for partners to build integrations in an efficient, self-service way.

For quality assurance – and successful integration outcomes – Tanium engineers are on hand to conduct reviews of each proposed integration. With a tiered model comprised of three levels – ready, set and go – Tanium partners can grow and unlock additional benefits as their integration matures through customer adoption.

“This new program will provide value to all partner types,” Palmer said. “Providing integrated solutions to enable our partners’ and their customers’ success is our primary goal. We do this by providing our partners with tested, well-documented integrations, making it easier for them to deploy solutions and accelerate time to value for their customers.”

‘Unprecedented’ Insight

Integration with Tanium‘s real-time endpoint data provides “unprecedented” insight into the integrity of the IT environment, Palmer said.

“This enhances the functionality and effectiveness of partner technologies,” he said. “Further, as partners build solutions with Tanium, they have a significant opportunity to deliver advanced consulting and other services that ensure customer success.”

Kate Kuehn is senior vice president of alliances at vArmour.

“Being a Tanium technology partner gives us a distinct advantage in the market by enabling us to deliver more value to our customers,” she said. “Security and compliance can’t be an afterthought. Integrating with Tanium improves our user experience and gives us the peace of mind that comes from accurate, timely data utilized across vArmour’s Relationship Cloud. The program opens exciting new possibilities, and we look forward to what the future holds.”

May 25

Verizon, AT&T Among Avaya Partner of the Year Award Winners

By | Managed Services News

Who was awarded the overall U.S. Partner of the Year for total growth?

Avaya just unveiled its Partner of the Year Awards. They honor five U.S. and four Canadian supplier and channel partners for helping Avaya to grow its business.

The awards celebrate companies across six categories (Avaya OneCloud Public, Avaya OneCloud Subscription, Systems Integrator/Service Provider, Avaya Cloud Office, Avaya OneCloud Services, and U.S. Federal). Avaya also awards overall U.S. and Canadian partners for total revenue and total growth.

Avaya’s Frank Ciccone

Frank Ciccone is senior vice president of North America Sales at Avaya.

“Our partners have delivered impressive results during a challenging year while showing extraordinary commitment to their customers,” Ciccone said. “We are dedicated to helping our partners by providing them with incredible benefits and robust solutions to better service their customers. Our team celebrates their collective efforts and looks forward to a promising future with them.”

U.S. Winners

ConvergeOne took home Avaya OneCloud Public Cloud Partner of the Year, the Avaya OneCloud Partner of the Year, and overall U.S. Partner of the Year for Total Revenue awards. ConvergeOne is one of Avaya’s largest global partners with more than 13,000 enterprise and midmarket customers.

Verizon won the Systems Integrator/Services Provider Partner of the Year and overall U.S. Partner of the Year for Total Growth awards. Verizon has grown its Avaya partnership by more than 250%  and increased Avaya’s customer base by 100,000 seats in 2021.

Jenne received the Avaya Cloud Office Partner of the Year award. Jenne is a cloud services brokerage and value-added distributor of technology solutions focusing on unified communications and collaboration, networking and infrastructure, video conferencing, physical security and the internet of things (IoT).

AT&T won the Avaya OneCloud Services Partner of the Year award. This is the third consecutive year that AT&T has taken home a partner of the year award.

Ronco C&E received the U.S. Federal Partner of the Year award. It’s been a top-tier Avaya Diamond Partner for several years.

Canada Winners

Telus Communications earned two awards: Overall Canadian Partner of the Year for total revenue and Systems Integrator/Service Provider Partner of the Year. Telus and Avaya have jointly developed an Avaya OneCloud solution.

Connex received three awards: Overall Canadian Partner of the Year for Total Growth, Avaya OneCloud Services Partner of the Year, and Avaya OneCloud Subscription Partner of the Year. Connex continues to be a solutions provider supporting some of Avaya’s most prominent customers in Canada across government, education, enterprise, and midmarket, the company said.

Synnex Canada earned the Avaya Cloud Office Partner of the Year award. Synnex distributes more than 40,000 technology products from more than 500 of the world’s top suppliers.

BrantTel Networks garnered the Avaya OneCloud Public Cloud Partner of the Year award. In its last fiscal year, BrantTel led year-over-year growth of customers migrating to the cloud.

 

May 25

How to Avoid Technology Being an Afterthought in M&A Integration

By | Managed Services News

Don’t let poor tech integration planning break an M&A deal.

Seven's Karen Thomas-Bland

Karen Thomas-Bland

As mergers and acquisitions deals become more complex, technology integration becomes critically important. Despite its underpinning role, it’s often an aspect of integration that isn’t prioritised early on, is under-resourced and is an area where costs can quickly spiral out of control.

Disjointed technology integration can negatively affect processes between two businesses, as well as put business objectives and synergy delivery at risk. Technology, in my experience, either makes or breaks the deal – it’s that important. M&A deals are subject to heavy financial scrutiny from shareholders and financial advisers, but good technical due diligence is often an overlooked area.

What Type of Deal Is It?

Before considering the technology integration aspects of a deal, it’s important to consider your overall integration thesis and the degree of transformation that’s needed. I typically think about three scenarios. It’s important early on to determine which situation applies:

  • Keeping the two businesses separate – a bolt-on acquisition. In this scenario you preserve the individual capabilities of both organisations. From a process and technology perspective, the work is often determining where business models align, if at all, and the key governance points.
  • Integrate the businesses and find economies of scale. This involves integrating all activities and ensuring the approach is coordinated across geographies, functions, sectors and business units. This needs a detailed organisation design, process mapping and working through the technology integration approach.
  • Use the integration to redesign the business, considering what activities need to be done, how best to do them and what elements to retain. A redesigned operating model will be needed for this and is often a significant cost while repositioning the business for growth and undertaking a business transformation. This often involves a new process and system design with different hand-off and control points, new capabilities, and different governance models.

After understanding the integration thesis, then it’s time to define the contribution and role of technology in the new business design and operating model; understand the impact of process and technology integration on synergy capture and delivery; and define critical processes and systems and work out the integration approach for each.

Technology systems can vary greatly between two companies, and even within one company in terms of status, usability and age. If a technology deficit exists and isn’t noted, it could result in significant time devoted to modernising and upgrading technologies to unify the IT infrastructure.

Integration Lessons Learned

The lessons I’ve learned from integrating companies over the last 25 years include:

Involving technology leadership in the M&A process is critical to success. Any missteps in merging IT infrastructure can cause unnecessary frustration and add a layer of complexity to an already complex process. A lack of planning, testing, communication and expertise can lead to poor results. Leaders can assess and put in place mechanisms to control costs when tech is included in the conversation from the beginning.

Decide which systems and data to keep and consolidate. Business leaders must make decisions about the systems and data to keep and consolidate and bring the right people to the table when discussing these. For example, creating a …

May 25

So You Want to Build a Microsoft Practice? Here’s What It Will Take

By | Managed Services News

“It’s a labor of love, and it didn’t happen overnight,” Jim Campbell of Opkalla said.

For Jim Campbell and his team at Opkalla, starting their Microsoft business was no small feat.

Campbell, Jim_Opkalla

Opkalla’s Jim Campbell

“It’s a labor of love, and it didn’t happen overnight,” said Campbell, managing partner for the Charlotte-based consultancy. The technology advisory services and vendor management firm has built a gold-certified Microsoft practice. It’s quite an accomplishment for a company that launched in 2019.

Perhaps more interesting is how Opkalla’s business model compares to other companies in the technology advisory space — or agent channel. Agent partners historically rely on commissions rather than resale margin and leverage technology solutions brokerage (formerly known as master agent) partnerships for their suppliers rather than using direct contracts or an IT distributor. But in the case of Opkalla, the firm has diversified to resell Microsoft 365 licenses using a distributor.

Campbell spoke to Channel Futures about what it took to build the Microsoft practice, the value it adds to the business and how Opkalla and its customers are navigating the New Commerce Experience (NCE).

 

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