If there's one skill that usually gets short shrift in giving up-and-coming leaders valuable on-the job-experience, it's negotiating contracts with external partners. In some large corporations there are so many parties involved in forging vendor relationships--from internal purchasing organizations and general counsel to outside consultants and advisors--that it's difficult for budding IT leaders to get any experience in edgewise. In smaller organizations, top IT brass may cleave so closely to the contracting and management process for fear of losing money or putting the company at risk that they lock their next generation out of the process.
Good legal counsel can be worth every penny when putting together an outsourcing deal. But those legal fees can add up quickly if you're not careful. Worse yet, some common mistakes customers make when working with an outsourcing attorney can prove costly not only during contracting and negotiations but over the life of the deal.
Managing the software licensing landscape within most companies is a complex task, which is made more complicated by the sheer number of contracts to be managed (hundreds, if not thousands) as well as the different types of licenses that must be administered. This IDC MaturityScape will enable organisations to refine or develop strategies for effective software license optimisation. Software license complexity will cost organizations an average of 25% of their software license budgets in 2015, industry trends such as virtualisation, cloud, and increased flexibility in software licensing have added to this challenge, IT buyers should understand the key triggers and be especially vigilant with license management.