Part 2: Write a 2-page executive summary outlining the one or two IT vendors tha
ID: 397329 • Letter: P
Question
Part 2: Write a 2-page executive summary outlining the one or two IT vendors that you recommend engaging for further acquisition activities such as stakeholder demos and request for proposals. The executive summary should be addressed to the members of your fellow executive leadership team. Be sure to clearly outline the strategic, operational, technical (IT) requirements, and market reasons for your recommendation. If you are recommending one vendor, justify your strategy to handle the organizations’ anticipated loss in negotiating leverage.
(Part two was not answered. it should have been one question
Explanation / Answer
Executive Summary
I would like to take this opportunity to thank all the members of the executive leadership team for allowing me to put in my recommendation for the engagement of the IT vendor(s) for the planned acquisition activities that are present at hand. Having been part of previous acquisition events in the past, I believe I have the requisite knowledge and the knowhow to evaluate situations which brings the best of results to the organisation.
After carefully analyzing the options at hand and reasoning, it is quite evident that the two Vendors - A & B, seems to have the best - in - class abilities and experience of the same stature to make this programme a success for us. While each one has its own strength and weakness, it is to be noted that the complimentary nature of the said vendors is what will be required to bring out the best out of this engagement.Here is a synopsis of my analysis.
Vendor A, though into the IT business for more than three decades, has of late, adopted more of a consulting approach. They bring valuable experience in terms of multi vendor management, mergers and acquisiton and has been quite successful to define Operational Level Activities (OLAs) in a situation which calls for coordination from multiple stakeholders to merge the financial books as well. Numerous recent prestigious award at various business forums stand a testimony to their capabilities. We can leverage such an exerience for a long standing strategic partnership which can prove to be stepping stone to build our own capabilities in driving such initiatives as we plan to grow inorganically.
Vendor B, on the other hand is an absolute task master with a 'do-it' organisational attitude. They not only bring the best technical knowhow to impliment the program but also bring the best of the breed transformational continuous improvements which will make our organisation robust and nimble - a feature which will be very important going forward into the future. Additionally, we have an excellent connect with the Vendor B organisation as it is currently the main IT service provider to our organisation who is involved in multiple stakeholder demos.
Thus it is in this light, I propose that both the vendors be awarded specific responsibilities to carry out the acquisition activity. Seperate contracts can be signed with both the vendors where Vendor A will be responsible to the Strategic Activities - Maintaining two way Executive connect with both Us and Vendor B Organisation, jointly define the roadmap for the implementation and come up with a risk mitigation strategy as well. Vendor B can be assigned greater share of the responsibility in terms of tactical and operational activities whereby they will be responsible for conducting quartely meetings with our team and other vendor teams. At the operational level, project level associates can collaborate to jointly decide on the feasibility of execution.
While this engagement is proposed to be carried out on a managed service basis where Vendor A is assigned as the Primary Vendor, this will in no way be the status quo for the entire contract duration. We as an organisation will have the right to call for an interim request for proposal where by the roles can be altered all together in case of any major deadlines is missed without prior information. The governance of the entire symbiotic relationship will be in control of our organisation where Vendor A will be responsible to drive the Organisational Change Management.
The financials will also be a critical factor for the selection as we believe Vendor B offers the best values at very competitive rates for any additional workstreams that may be required to be executed as a part of this acquisition activity. Separatley, hourly rate card for all the work locations can be sought for a proper cost benefit analysis.
Thus, after all the deliberation, I recommend that Vendor A be selected as the Primary Vendor to carry out the Strategic Activities of the acquisition and Vendor B be selected as the implementor for all the IT changes that will be done. It is on good faith that I have given my proposal however should there be an alternate thought process, I will be more than willing to discuss on the same.