We help to improve the definition of IT budget and its financial management.
We help to improve the definition of IT budget and its financial management.
In recent years, we have seen a growth of investments in digital technologies to accelerate digital transformation, to respond to demand for new products and services and to adapt to new ways of working smart.
However, executive complain about the difficulty of having real-time structured and reliable information with which to measure the business value of their investments and plan their strategic choices. Which are the services that have a decisive impact on the business and which ones instead are increasing the costs without any real benefit?
Identifying the economic return of IT initiatives is difficult without a clear understanding of the usage and spending technology. IT teams struggle with the shadow IT of untracked applications, the variability (Opex) of virtual resource spending, the fixed costs of maintaining and and consolidating legacy infrastructures and systems, the absence of charge-back logic of IT services. It is difficult to pool cost items and align them with business processes (CFOs, purchases) for spending optimization and investment planning.
We offer visibility into IT investments with operational and directional dashboards: we enable you to monitor each spend, assign it to various cost centers and measure their impact on your business.
We reduce manual effort with optimized costing and expense control systems and provide support to strategic planning and IT budget definition with easily usable data across business processes.
In recent years, we have seen a growth of investments in digital technologies to accelerate digital transformation, to respond to demand for new products and services and to adapt to new ways of working smart.
However, executive complain about the difficulty of having real-time structured and reliable information with which to measure the business value of their investments and plan their strategic choices. Which are the services that have a decisive impact on the business and which ones instead are increasing the costs without any real benefit?
Identifying the economic return of IT initiatives is difficult without a clear understanding of the usage and spending technology. IT teams struggle with the shadow IT of untracked applications, the variability (Opex) of virtual resource spending, the fixed costs of maintaining and and consolidating legacy infrastructures and systems, the absence of charge-back logic of IT services. It is difficult to pool cost items and align them with business processes (CFOs, purchases) for spending optimization and investment planning.
We offer visibility into IT investments with operational and directional dashboards: we enable you to monitor each spend, assign it to various cost centers and measure their impact on your business.
We reduce manual effort with optimized costing and expense control systems and provide support to strategic planning and IT budget definition with easily usable data across business processes.
The complexity of hybrid infrastructures, where legacy systems combine with virtual resources, makes it difficult to uniquely read fixed and operational costs. Linking reporting to shared KPIs is a long and costly process.
IT is called to control and optimize technological spending but has visibility only on a part of the IT environment: there are “blind spots” (SaaS, infrastructures and services) that appear among the costs items, but are beyond any control.
The absence of chargeback and showback mechanisms makes it difficult for stakeholders to have visibility into consumption and make informed decisions about subscription levels, renewals and digital initiatives.
The complexity of hybrid infrastructures, where legacy systems combine with virtual resources, makes it difficult to uniquely read fixed and operational costs. Linking reporting to shared KPIs is a long and costly process.
IT is called to control and optimize technological spending but has visibility only on a part of the IT environment: there are “blind spots” (SaaS, infrastructures and services) that appear among the costs items, but are beyond any control.
IT, Finance and Business have convergent objectives but it is not possible to integrate and align the IT planning to that of the business management to draw up a budget that responds to the business and market needs.
To help companies improve financial management and IT budget management, WEGG adopts the following strategy:
Unique view of IT spending
In order to determine the unit costs of IT services and their impact on business, it is crucial to have a unique view of IT consumption and spending: We define and set up an all-in-one monitoring platform that can inventory and integrate data from multiple sources related to HW, SW and cloud – managed and unmanaged – and the expenses they generate across the ecosystem. We share the costs of on-premisesand cloud environments (including those of multiple vendors), offering a unique and normalized reading, in order to to assess the correct balance between capital expenditure (Capex) and operating expenditure (Opex).
Accounting
From this single control tool, we directly monitor cost centers, cost units, personnel costs, depreciation assets and contract-bound costs. Measuring the actual consumption of services by the respective business unit and calculating service costs per service allows you to show the Lobs and operational teams what they are spending and why. With the sharing of ownership, it is possible to share the costs and risks of projects between the business functions involved and activate chargeback and showback mechanisms for an informed consumption. We include, in this regard, a concept of economic unit, which aims to measure IT expenditure and performance in relation to business metrics.
Optimization of IT spending
We help customers define systems and governance policies to verify real-time waste (over-provisioning, unused, shadow IT) and actual consumption that do not bring any benefits. In particular, we guide the adoption and application of the best practices of FinOps (Cloud Financial Management), favoring the creation of multi-disciplinary teams for the definition of business strategy. We simulate alternative scenarios and what-if analysis to make consumption forecasts based on the real needs of the IT environment. We enable automated optimisation systems and controlled procurement policies, to drive self-service and limit consumption (and costs) to real use.
Budgeting support
We support the budgeting process with accurate information: the granularity of the items included in the cost of services allows you to create a solid foundation for cost benchmarking and performance management in relation to quality, efficiency and effectiveness. This allows you to accurately plan your budget for the next fiscal year and estimate the ROI of your next technology investment.
To help companies improve financial management and IT budget management, WEGG adopts the following strategy:
Unique view of IT spending
In order to determine the unit costs of IT services and their impact on business, it is crucial to have a unique view of IT consumption and spending: We define and set up an all-in-one monitoring platform that can inventory and integrate data from multiple sources related to HW, SW and cloud – managed and unmanaged – and the expenses they generate across the ecosystem. We share the costs of on-premisesand cloud environments (including those of multiple vendors), offering a unique and normalized reading, in order to to assess the correct balance between capital expenditure (Capex) and operating expenditure (Opex).
Accounting
From this single control tool, we directly monitor cost centers, cost units, personnel costs, depreciation assets and contract-bound costs. Measuring the actual consumption of services by the respective business unit and calculating service costs per service allows you to show the Lobs and operational teams what they are spending and why. With the sharing of ownership, it is possible to share the costs and risks of projects between the business functions involved and activate chargeback and showback mechanisms for an informed consumption. We include, in this regard, a concept of economic unit, which aims to measure IT expenditure and performance in relation to business metrics.
Optimization of IT spending
We help customers define systems and governance policies to verify real-time waste (over-provisioning, unused, shadow IT) and actual consumption that do not bring any benefits. In particular, we guide the adoption and application of the best practices of FinOps (Cloud Financial Management), favoring the creation of multi-disciplinary teams for the definition of business strategy. We simulate alternative scenarios and what-if analysis to make consumption forecasts based on the real needs of the IT environment. We enable automated optimisation systems and controlled procurement policies, to drive self-service and limit consumption (and costs) to real use.
Budgeting support
We support the budgeting process with accurate information: the granularity of the items included in the cost of services allows you to create a solid foundation for cost benchmarking and performance management in relation to quality, efficiency and effectiveness. This allows you to accurately plan your budget for the next fiscal year and estimate the ROI of your next technology investment.
We offer real-time monitoring of technology spending.
We ensure the correct allocation of costs between business functions.
We improve IT bugdet management and planning.
We make IT the best ally for defining business strategy.
We offer real-time monitoring of technology spending.
We ensure the correct allocation of costs between business functions.
We improve IT bugdet management and planning.
We make IT the best ally for defining business strategy.
Would you like to improve financial management and IT budget management?
Would you like to improve financial management and IT budget management?
OUR OFFICES
OUR OFFICES
PADUA
Via Arnaldo Fusinato 42, 35137
MILAN
Viale Enrico Forlanini 23, 20134
ROME
Viale Giorgio Ribotta 11, 00144
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