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What makes Majestic different to other IT MSPs

How Majestic differs from the way most IT MSPs that service small-to-medium size organisations

One of our primary differences is our understanding that the most critical element in the success of engaging any service is how well that service meets the strategic needs of your organisation.

Peter Cowle’s ‘IT castaway’ concept is prevalent within SME organisations, especially those in the Healthcare or NFP sectors. They have limited resources and either can’t sustain an in-house IT department or can’t sustain one that provides the full range of expertise required to meet their organisation’s needs, especially strategically. Partnering with a managed services provider allows an organisation to strategically achieve their required technology outcomes by taking advantage of the economies of scale that having access to a larger team provides.

One of the most important things to understand about engaging IT services for your organisation is that to simply deliver a good technology product or service is NOT enough. You need to understand how that piece of technology, product, or service is going to fit within the context of your organisation.

  • How is it going to deliver operational effectiveness?
  • How is it representative of your current operational maturity? Or is it something that you’re simply not ready for?
  • Should you even make that investment in the first place, and why?

The difference between the way that Majestic delivers IT services is that we ask these questions, and then work with our clients to help answer them. We’ve taken all our experience of working for many years in the large corporate sector and simplified it down to something that is ideal for an organisation with less people, less roles, and less functions, but has the same kind of capability at a price point that’s consumable for an SME sized business.

I recently discussed Majestic’s Organisation Maturity Model, which assigns a business to a level from 1-5, dependent on the way in which they operate in terms of a number of metrics. Today I want to discuss the other side of that coin, and that’s the measurement quadrants.

Organisational Maturity Model Measurement Quadrants

The four quadrants – Process, Customer, People & Growth, measures how well work systems are resourced, how well operational processes are being followed and how well they are automated across the business. When an organisation focuses on one quadrant to the minimisation, or outright exclusion of the others, we end up with a skewed picture of the organisation’s overall maturity. We often see organisations plough additional funding into an area of the business that’s going well, hoping to magnify its growth, or on the other hand, add resources to address a pain point or fix a ‘squeaky wheel’. Either way, those measures won’t be as effective as they could be and are most likely not the most effective use of those additional resources. When an organisation fails to assess its maturity against each quadrant, needs can be missed and expensive mistakes can be made.

Paul Ronalds, Group CEO of Save the Children, addressed Australian NFP leaders at this year’s Connecting Up conference, discussing where, and why, NFPs must leverage new technologies to both thrive and survive and why a strategic approach is key.

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