When assessing IT SaaS investments, it is crucial to comprehensively evaluate the expected returns across multiple dimensions, not just the bottom-line profitability.
Savvy executives build business cases that capture strategic and operational value beyond simple financials, enhancing the rationale for organizational buy-in. Specifically, compelling business cases assign value across metrics expressing revenue expansion, cost, risk reductions, customer impact, employee experience, and long-term innovation upside.
By tying quantitative data, qualitative impact, and peer insights into a holistic value story, business leaders can prioritize game-changing yet disciplined SaaS investments aligned to corporate objectives.
Essentially, multidimensional value assignment provides the fact base, justifying business transformation initiatives on more than just dollars and cents. This multidimensional approach speaks the language that resonates with key stakeholders expecting razor-sharp capital allocation across the enterprise.
Building the business case: Modeling value
End-User Computing (EUC) projected value analysis documents desired business outcomes and how your subscription purchase can help achieve those outcomes.
Through a thorough understanding of the starting state (discovery and review of current effort, costs, workflows, etc.) and desired state improvements, we then also compare your desired outcomes to peer insight data from other (like-size and like-segment) customers to help you optimize, rationalize, prioritize, refine, and quantify value benefits.
We then translate benefits into measurable improvements for a proposed desired state. With a shared understanding of success measures and value drivers established up front, we now have a foundation to evaluate project progress.
Projected value benefits include:
- Financial value: Examines CapEx/OpEx savings, projected revenue, profit margins, return on investment (ROI), net present value (NPV), payback period, and cost of delay. These value elements will be quantified in monetary terms as much as possible.
- Operational value: Focuses on efficiency, productivity, quality, and customer service by improving employee skills, engagement, retention, productivity, and job satisfaction while reducing costs, risks, and waste.
- Strategic value: Supports key business objectives and strategies, focusing on competitive advantage, future growth, opening new markets, and reducing risk. Aligns to overall corporate strategy.
By maintaining a focus on the critical success factors underpinning your most strategic IT investments, we help ensure your highest potential initiatives do not get lost in the complexity of your broader technology landscape.
The value realization process
The process for helping you realize value has three important steps.
1. Planning success
We begin by transitioning the results from your projected value assessment into the customer success plan.
By removing the subjective nature of measuring value — and reaching an agreed joint understanding — we set clear expectations of project success and define how the success of an IT project can and will be measured.
We also clarify the opportunity to balance perceived business value with the complexity and risk of implementation. Converting strategic intent to value realization is a journey — but with cross-functional alignment set from the start, we can collectively focus on reaching the destination.
2. Delivering value with ongoing progress toward desired-state outcomes
A value-driven dialogue with sales, services, and customer success representatives and ongoing alignment between your business and technical teams is critical. Value delivery should be an ongoing focus area rather than a one-time reporting exercise.
3. Tracking results through realized value reporting
The realized value reporting process measures and communicates value and is used hand in hand with value delivery to validate success metrics and percentage improvements.
Summary
In today’s fast-changing business environment, IT leaders must move beyond speculation to ensure large-scale deployments deliver tangible returns tied to strategic goals. While past fixtures like rigid business cases sufficed when companies evolved linearly, emerging digital-first models demand more adaptive and insights-driven technology partnerships. This requires a shift in mindset toward value realization as an ongoing focus, rather than just a one-time review.
By assigning clear success metrics spanning cost, revenue, innovation, and other dimensions — then tracking progress through robust value dialog and reporting — both business and technical teams can discuss achievement timelines and resource allocation in the universal language of enterprise value.
Rather than big-bang implementations, we must implement key value drivers from the start and course-correct collaboratively if the requisite ROI is not realized as expected.
Fundamentally, de-risking and accelerating value from complex programs means implementing Value Realization to shine a spotlight on showing business returns across groups.
With peer benchmarking and drilling into blocking issues through tangible metrics, technology leaders can pivot investments nimbly to overcome uncertainty. This allows large-scale deployments to deliver full potential while aligning dynamically to corporate strategic objectives.
To learn more details about the benefits of EUC Value Realization and create your value realization strategy, talk to your Workspace ONE or Horizon sales representative.
Or, for customers with an assigned customer success manager, we offer complimentary value realization reporting as an included benefit of your EUC subscription, supported by team experts. This benefit is our way of thanking those customers who contribute the most to making our business a success.
