Yeager started by getting clear on who we were writing the paper for. While that may seem obvious, technology-oriented papers are typically written to an IT audience. In this case, due to the multi-faceted aspect of what we wanted to communicate, we decided to extend the audience outside of the CTO/CIO persona and to include the CFO and CEO. The nature of regulation changes and preferences for technology consumption paved the way for companies to think differently about their technology investments across the business. While historically companies look at Total Cost of Ownership (TCO) as a key metric aligned solely to cost, we decided to frame our paper around introducing the idea of Total Value of Ownership (TVO) where the cost becomes a single variable in a complex equation that includes the value of business agility, specifically the ability to stand up assets in minutes instead of months, as well as the value of people, specifically maximizing their time and efforts to produce at their highest level of potential.
This new way of thinking about the Total Value of Ownership has made IT purchasing a cross-functional business discussion, with new, line-of-business stakeholders becoming involved, and every facet of the conversation wrapped in the context of disruption. New consumption and subscription models for IT architecture, emerging and innovative funding strategies, shifts in consumer habits and demands, fluctuations to the project roadmap, and changes to your company’s financial standing are all considerable factors when formulating an IT data center purchase strategy. Finding the right purchasing model financially benefits a company and maximizes both savings and potential for delivery and profit.