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Facing the possibility of an economic recession, one of the world’s leading professional services companies felt the urgency to improve its grasp on spend management – the practice of fully understanding and managing supplier relations and company purchasing.

With 738,000 employees and $3.8 billion in services contracts, it was crucial for Accenture to not only identify every dollar being spent but also assess whether the organization was fully exploiting each expenditure.

But a sense of frustration pervaded the company, as procurement teams complained about limited visibility into contract terms and challenges tracking statement of work (SOW) agreements, pacts specifying goals, and deadlines expected of external employees.

The capacity to generate the SOW contracts and effectively manage services spend depended upon the region since each was reliant on different processes and documentation requirements.

Inadequate services spend visibility also increased exposure to local legal and regulatory risks.

Likewise, customers were unsatisfied with a procurement process that was disjointed and inflexible when quick changes were needed.  

Improvements were needed and the deadline was tight.

“Procurement functions require a lot of time and effort working with suppliers to negotiate the best contract with the best terms,” said Patricia Miller, Accenture’s interim Chief Procurement Officer (CPO), “but if we are not able to compare the delivered service against that agreement in a systematic way, how can we assure that the hard-earned negotiated terms were applied?” 

To relieve this quandary, Accenture launched a campaign to build a vigorous, dynamic procurement function to unlock more value by providing extraordinary visibility into services spend. 

The global standard at lightning speed

Based in Dublin, Ireland, Accenture specializes in digital, cloud, and security technology strategies, consulting, and operations, serving more than 40 industries in more than 120 countries.

Now, as it conceptualized a new platform to effectively manage services spend, it was forced to change its deployment system.

Previously, deployment planning was laborious, requiring substantial time and investment.  The lengthy process slowed feedback on solution design, as well as delivery times on changes.

Yet, Accenture had a dependable, long-term partner in enterprise resource planning (ERP) software pioneer SAP, first adopting the company’s solutions in 2004.

As it faced its latest challenge, Accenture chose SAP Fieldglass, a vendor management system for services procurement and external workforce organization, to provide reporting and analytics.

In addition to implementing a global standard template – rather than a variety of country-specific prototypes – the solution would be customized to meet local invoicing, legal, and regulatory requirements.

From submission to payment, not only would turnaround time be reduced, but collaboration and communication with suppliers were about to reach unprecedented levels.

Meeting changing markets and business demands

The function was deployed back in 2020 in the first of many country-by-country rollouts.

Although the typical technology deployment had taken an average of one year per nation, the expedited timeline enabled 14 countries to begin using the solution within 12 months.

A global management team was also formed to support the effort.

Given the importance of the implementation, constant feedback was needed, and the enhanced technology amplified the level of dialogue, streamlining both testing activities and the ability to deliver required changes.

Today, Accenture’s procurement arm is better equipped to meet changing market and business demands than ever before.

For the first time, Accenture has a heightened understanding of the “hidden” workforce associated with its service business.  Since external workers may not always fit traditional profiles, users are able to cull contract information to link specific employees to their individual skill sets.

Explained Jane M. Kennedy, Global External Management Director for Accenture, “Today, we have much-proved…visibility for management (due to) an online solution that aligns to each worker’s type of engagement.” 

Suppliers noted the ease of transitioning to SAP Fieldglass, and the pace at which entire companies were able to adopt the platform.

Currently, 2,000 suppliers have implemented the system, while $ 1 billion in services spend are managed through the function each year, resulting in a more transparent supply chain and significant cost savings.

That includes the reduced fees for document storage in regions where procurement practices were primarily paper based.

Users report 99% greater accuracy, as well as 7% error reduction per 10,000 SOWs.

For creating a global standard procurement process through its development of a novel solution, Accenture was distinguished as a finalist at the 2023 SAP Innovation Awards, a yearly ceremony honoring organizations using SAP technologies to improve business and society. You can read their pitch deck to see what they accomplished to earn this honor.

Digital Transformation

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Gartner projects that spending on information security and risk management products and services will  grow 11.3% to reach more than $188.3 billion this year. But despite those expenditures, there have already been at least 13 major data breaches, including at Apple, Meta and Twitter.

To better focus security spend, some chief information security officers (CISOs) are shifting their risk assessments from IT systems to the data, applications, and processes that keep the business going.

“If you look at security from a purely technical perspective, it’s easy to get lost in, `I need to have this shiny object because everyone else has it,’” says David Christensen, VP and CISO at benefits administration software provider PlanSource. “The reality is often the most popular or well-known new security solution can waste money and slow the business, especially if it doesn’t align with business goals. And even if it helps secure one part of the business, it may not be the part of the business or business process that creates the most risk or is most important.”

Don Pecha, CISO at managed services provider FNTS, agrees, adding: “Each business unit of the company might have unique considerations, and unique compliance, regulatory, or privacy applications, and each business may have unique risks for the board or C-suite to consider.”

Frank Kim, CISO-in-residence at venture capital firm YL Ventures, and fellow at the SANS Institute, cites the case of one CISO who was fired after suggesting costly endpoint detection, and response and incident response programs considered not stage appropriate for such a startup. “Their focus was on survival and revenue growth,” Kim says. “He didn’t realize his job was not just to suggest a bunch of new security capabilities, but business enablement.

A new definition of value

Aligning security with the business goes beyond traditional methods of justifying security spend, such as warning of consequences from hacks or trying to prove ROI. For internal enterprise security teams, Kim says to accept that security is a cost center and demonstrate how the CISO manages total cost of ownership over time. This might include updating CFOs and CEOs on specific cost reduction, such as reducing spend with a security vendor, finding a less expensive product to fill a security need, or improving internal metrics such as the average cost to mitigate a vulnerability, adds Tyson Kopczynski,SVP and CISO at financial services provider Oportun.

Christensen further suggests explaining how security can cut costs or increase productivity. For example, he says, web application firewalls don’t only protect applications but cut networking costs by reducing spurious and malicious traffic. Also, adopting zero-trust architecture and secure access service edge technologies can help boost productivity by freeing users from manually deploying virtual private networks to access resources or interrupt meetings when their VPN fails.  

Kopczynski adds that CISOs can uncover such improvements with questions such as whether their organization is using all the functions in a security tool, if those features overlap with other tools, and whether the organization is paying too much for licenses or for too many licenses. Ways to maximize value include considering tools that perform multiple security functions, or running penetration tests, attack simulations, or offensive security campaigns that prove a tool can repel high impact attacks, he says. For example, he uses the Titaniam encryption engine to support several data protection use cases, as well as security tools provided by cloud providers such as Amazon and Microsoft. “We also look at generic cloud security solutions that provide multiple sets of protections, versus addressing one particular use case,” he says.

At global marketing agency and consulting firm The Channel Company, security considerations are deeply embedded in business strategy and budgeting, says CIO Rik Wright. This ranges from the need to meet the European Union’s GDPR to complying with security requirements from customers.

Averting threats is also part of the security value equation at the firm, which uses managed services provider GreenPages both for infrastructure and to help meet its security needs. Wright says he’s seen some companies spend potentially business threatening amounts up to $20 million after a ransomware attack, so preventing such losses, he says, represents very real value.

Understanding business needs

Aligning security spend with business needs starts with understanding what is most important to business managers.

Kim recommends using a “risk = impact x likelihood” formula, and understanding on a scale of 1 to 10 what your most important processes and assets are. “Your financial data might be a 10 but your HR data might be a seven as it’s not a business differentiator,” he says. “Just using a simple scoring rubric to your risk calculation helps to bubble up what the priorities are.”

Besides business, Christensen says CISOs must also consult IT to understand the administrative burden a new security technology might impose, and all the areas in which a security tool could be used to maximize its value. He uses the Secure Web Gateway from dope.security to not only control access, but to understand what information and Web sites users are accessing, and the potential risks they expose the business to.

Industry standard frameworks can also provide a common language and structure for risk assessment, like the NIST (National Institute of Standards and Technology) cybersecurity framework. “It’s simple enough that it’s not necessary to be a security practitioner to understand it, but it models your maturity and helps to relate that to business stakeholders,” says Christensen, adding it’s also based on industry standards rather than the CISO’s opinions, and is continually updated to reflect new risks.

Different security frameworks are best for different industries, says Pecha. “If I’m in government, I’m going to align with NIST,” he says. “If you’re a global business, use the ISO/IEC 27000 family of standards. It’s not necessary to be certified, but be compliant and understand what the controls are in order to understand your partner’s security needs as well as your own.

Scott Reynolds, senior security and network engineering manager for manufacturer Johns Manville, uses the ISA/IEC 62443 standard to create a common understanding between business managers, security experts and suppliers about common terms such as the “zones” of assets that share common security needs. “This process also shows we agree on the same level of risk for the entire zone, and not just each asset in the zone,” he says. “The weakest link in the zone will impact all the assets within it.”

Over at media creation and editing technology provider Avid Technology, Dmitriy Sokolovskiy, its CISO and CSO, uses NIST’s Cybersecurity Framework to measure the maturity of his security processes, and the Center for Internet Security’s top security controls for specific tactical guidance, which, he says, highlight, low-hanging fruit that businesses can easily address in their infrastructure.

Applying caution with benchmarks

Several CISOs were skeptical about using benchmarks to compare their security spend with others. That’s because, they say, companies may define security spend differently or have different needs. They also say benchmarks often don’t describe how and why organizations allocate their security budgets. As a result, they use benchmarks as a rough guide to budgeting, relying primarily on their own risk assessments.

But Kim warns CISOs against refusing C-level requests for benchmarking. “It’s not unreasonable to ask for a benchmark,” he says. “A chief financial officer couldn’t say, ‘We can’t compare our earnings-per-share with others in the industry.’” Provide benchmarks, he says, but as one part of a wider explanation of how your security spend compares with others, the challenges the organization faces, and how you’re reducing the total cost of ownership of security over time.

“CISOs should describe current threats and attacks,” says Pecha, and supply alternatives to remediate them. It’s then up to the board and the C-suite to decide what’s acceptable and what needs to be done to manage the overall risk to the business, he says, because only they have the clout to drive change.

Insisting a business executive formally accept a business risk, even in writing, often convinces them to agree instead to the proposed security spend. When Sokolovskiy has insisted such signoff, “Without fail, so far the business unit was actually driven to lower the risk themselves because they own it,” he says.

A business-focused approach can also spur efforts by security and business teams to identify opportunities to increase efficiency and save money, says Christensen, such as by eliminating redundant systems and processes. “With business alignment, you have no choice but to find unique and innovative ways to solve problems that are generated by how the business operates,” he says.

Application Management, Budgeting, CIO, CSO and CISO, Data and Information Security, IT Leadership, Security

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Evaluating and managing billions of dollars in IT spending across 400 tech providers in 200 countries provides valuable experience in verified ways to cut costs and accelerate IT financial management tasks. Want to tap into a wealth of cost-cutting knowledge gleaned from 60 IT cost management consultants who are engaged in hundreds of cost-reduction projects each year, saving companies as much as 20% or more on their IT spend? Here are the top lessons learned according to Tangoe’s cost management consultants. 

Companies Can Cut Costs by 10-40% Across Multiple IT Domains 

Creating an effective methodology for IT expense management and optimization is no longer a strategy used only by large enterprises in specific use cases. It’s an approach used widely by companies of all sizes and applied to the entire IT environment—cloud, mobile, network, and security. Although savings vary across each IT domain, an effective cost optimization program typically produces significant savings.  

At Tangoe, we commonly see companies: 

Save 20% on their IT costs overall Save 10-15% in telecom costs through service optimization and as much as 20-25% or more when combined with an effective contract negotiation consultancy Cut mobility costs by 15-30% while improving both IT productivity and the end-user experience  Save 15-40% in cloud costs, eliminating unnecessary services and reallocating underutilized IaaS and SaaS resources When investing in an IT expense management platform, on average new clients see triple-digit ROI within the first year 

While cloud cost optimization and FinOps may seem like a post-pandemic trend, the IT expense management (ITEM) industry is a mature market with more than 20 years of historically proven results. Known results allow ITEM providers to offer clients the advantage of a savings guarantee, and with the market heating up, providers are actually making guarantees a contractual commitment. 

Acting on Cost Savings Is Harder Than Simply Identifying Them 

In today’s information age, AI-powered analytic tools make it easier to crunch data and pinpoint millions of dollars in potential IT cost efficiencies. But then what? Opportunities are worth nothing if you can’t capitalize on them quickly. Actioning identified opportunities is where the real work begins and where speed to savings is key, as every month that goes by is a lost opportunity that increases the savings you’ll never see.   

With staffing tight and other priorities taking precedence, all too often we see identified savings go unrealized for months if not years.  

Given the criticality of quick response, leveraging a firm to implement identified savings makes sense. Better yet, the firm should be able to automate the process to confirm those savings are actually realized and continue to be achieved on an ongoing basis. For these reasons, we recommend asking about professional services (staff augmentation) when your IT team is too overstretched. 

To cut costs faster you also need an automated IT expense management platform integrated with the service portals and dashboards of the technology service providers themselves. This way, modifications and service changes can be made faster and with less manual work.  

Secret to Avoiding Waste: An Accurate Inventory of Services 

Rapidly changing times make for a rapidly changing corporate IT environment. It’s critical to ensure you know what IT assets you have now, understand how efficiently they’re being used, and then charge back those costs to the departments using the most resources.  

Cloud cost management is top of mind today because companies are wasting as much as 30% of their cloud resources and overspending in the cloud by as much as 50%—even 70%, according to Gartner. And it’s not just the cloud creating IT waste. Mergers, divestitures, corporate rightsizing, a return to travel and hybrid work environments are all contributing factors to misalignment between IT resources and business needs. Any time the company evolves, IT services need to come into alignment, and when assets aren’t right-sized waste, inefficiencies, and overpayments are the result. 

To get rid of IT waste, you must first identify it. Knowing what you have, where you are paying too much, and where assets are going unused requires gleaning intelligence from an accurate inventory of all mobile, cloud, and network services. Visibility is only as good as your system for tracking and categorizing costs. A disciplined inventory and vendor management program establishes a corporate catalog of providers and uses automation to collect granular account information, invoices, and service data. Insights can shed light on current trends in usage and efficiency as well as serve as a launchpad for cost control, policy decision-making, and security risk reductions.  

Migration Mismanagement Slows Technology ROI 

Change is the new normal. Whether it involves moving services to the cloud, shifting employees to more secure corporate-owned mobile devices, or transitioning services to optimize and modernize a network, the management and administration of technology migrations is everything.  

At Tangoe, we see the ROI on digital transformation initiatives decline (and even turn negative) because companies underestimate the time and resources needed to carry out change. Designing, managing, and monitoring transitions becomes a full-time job that can distract internal teams from more meaningful work. In the end, it’s more efficient and less expensive to augment those internal teams with outside resources or outsource enterprise-wide deployments together. Mismanaged technology migrations can significantly hinder a company’s digital innovation strategy. 

Careful consideration is needed when it comes to deciding how corporate resources are allocated. We see network service transitions, SD-WAN implementations, as well as migrations to cloud-unified communications as areas that benefit from staff augmentation. While we all know outsourcing can help curb costs, this is where we see consultancies payout in significant ways.  

Insider Knowledge Provides a Level of Confidence That Is Priceless 

A highly dynamic mobile, cloud, and network environment highlights the importance of obtaining insider intelligence. When corporate service transformation is on the line, IT spending decisions shouldn’t be made in a vacuum. IT budgeting decisions are far easier when consulting an authority on the latest pricing benchmarks for services or tips for negotiating telecom contracts in your favor. They evaluate how millions of dollars are spent (and misspent) every year, and they bring with them valuable insights into tech spending trends that can help you compare your corporate strategies against hundreds of other companies. Consultants are versed in helping tackle the big stuff: 

Fiduciary responsibility when IT budgets and spending are rising despite slow economic growth Reigning in cloud sprawl and cloud costs all while strengthening cloud security  Establishing governance after innovation has run amok  

After all, it’s the insider intelligence that helps CIOs and CTOs sleep at night. That confidence is worth its weight in gold. 

To learn more about IT expense and asset management services, visit us here.   

IT Leadership

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The year ahead is likely to be characterised by recessionary pressures in key global economies, increasing borrowing costs, unpredictable supply chains, oil price uncertainty, and volatile demand. 

Regardless of the challenges of the past few years and the hurdles ahead, digital transformation investments in the Middle East, Türkiye, and Africa (META) are set to more than double across the 2021–2026 period, according to the latest forecast from IDC. 

The global technology research, consulting, and events firm says that digital transformation spending in the region will accelerate at a compound annual growth rate of 16% over the five-year period, topping 74 billion USD in 2026 and accounting for 43.2% of all ICT investments made that year.

At the recent IDC Directions event in Dubai, Steven Frantzen, Senior Vice President and Regional Managing Director EMEA at IDC stressed how crucial it is for tech leaders to keep focused on the future and be customer-centric.  “It’s important for every tech leader to think about the near, mid and long-term when it comes to technology. You need to work with your customer by continuing investment in digital transformation, but how do we help our customers?”

“We heard about the global recession, in the Middle East we continue to see economic growth in every sector, but if you are a large market in the USA or Europe, it will also affect your business here.”

Frantzen said many are expecting a recession in the coming year. “According to a survey made by IDC, 75% say yes, so we need to manage the recession for the long term because companies are not cutting spending in technologies, spending on digital technology by organizations will grow at eight times the economy in 2023, establishing a foundation for operational excellence, competitive differentiation and long term growth.”

At the Directions event, it was made clear that the digital and tech investments made by companies during the pandemic to build resilience could be put to test in 2023. This may be seen across key business areas such as customer experience, operations, and financial management, among others. 

According to Jyoti Lalchandani, IDC’s Group Vice President and Regional Managing Director for the META region: “The implementation of further digitalization in critical areas and a more rapid shift to a ‘digital business’ approach will be key to separating the thrivers from the survivors.”

The region is expecting to see digital transformation spending as a share of overall IT spend continue to grow, reaching 43.2% in 2026, up from just 29.4% in 2021.

Digital Transformation

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The PDF is a de facto electronic file format for a wide range of industries, giving organizations a reliable way to present information to others in a format that remains consistent no matter the user’s underlying hardware or software. From financial statements and invoices to purchase orders and healthcare records, PDFs are a fundamental element of day-to-day workflow. It’s no exaggeration to say that without the ability to create and edit PDFs efficiently, many organizations would lose their ability to do business.

As a result, even though legacy PDF editors can be extremely expensive, businesses that depend on PDFs often fear losing functionality or weakening security by moving to a lower cost alternative. It’s an understandable fear. After all, there’s a reason “you get what you pay for” has become such a well-worn cliché. A lower price tag often comes with a pared down, lower-quality product.

But when it comes to PDF editors, a recent study from Forrester Consulting shows that this is not the case. In fact, by switching from a legacy PDF editor to a lower cost alternative, organizations saw a three-year ROI of 284%. In fact, Forrester found that by switching to a lower cost alternative, companies were able to achieve an 84% gross reduction in prior licensing costs and a 70% reduction in annual licensing costs per user.

Of course, lower costs are beside the point if the end result is lower productivity and more limited functionality. However, Forrester found the opposite. Organizations were able to achieve these productivity gains because the lower cost of the alternative product enabled them to afford more powerful features. What’s more, they could also afford to provide these features to a far larger number of employees and not just to power users.

For instance, Kazan Law, a California-based law firm specializing in asbestos litigation, previously used Adobe Acrobat for document redaction, an important capability for their business. Adobe Acrobat did have redaction capability, but the high cost of the software meant that the full version was only available to a limited number of people, so others who were working on documents with a limited set of features had to ask power users to redact documents for them.

This situation created a bottleneck that would lead some users to adopt risky methods of redaction, such as applying sticky notes to the portions they wanted to redact and then rescanning the document The lower cost alternative enabled the firm to provide full functionality to a far wider scope of people, and because everyone now had access to redaction, it lowered their risk of malpractice suits.

Organizations were also able to strengthen security with a lower cost alternative because they could afford to keep up with the latest updates. The law firm, for example, was unable to enable advanced security features with its legacy PDF editor because they would have had to purchase the latest version to deploy them, and the cost of upgrading was prohibitive. With the alternative, upgrades were much more affordable, and vulnerabilities were proactively patched. In fact, security upgrades were so much easier to manage, Forrester found that organizations saved, on average, nearly 3,700 hours annually that were previously spent deploying and managing patches.

Foxit provides a fast, affordable, and secure alternative PDF solution that enables organizations to lower costs, increase productivity, and reduce risk. The company has been in the market for more than two decades, and its solutions are used by more than 485,000 customers and more than 700 million users around the world.

Discover how much more productive your organization could become by getting your own personalized free ROI Report with the Foxit ROI calculator.

Digital Transformation

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The contact center market is growing at a rapid pace. As the key business hub for sales and service, contact centers have long served an important role for customer experience (CX). During the pandemic, they became even more critical.

Today’s contact center agents handle 7.2 more calls per day than they did pre-pandemic. The contact center software market is expected to grow at a 21% compound annual growth rate (CAGR) from 2022 to 2030. But, with all this growth comes new potential costs. New market conditions demand new technological solutions, and increasing service demands put new financial pressures on contact centers.

Amid a fast-changing landscape, contact center executives have a critical task: Keep pace and grow while also reducing costs and driving efficiency. In many ways, this comes down to choosing the right technology. Let’s look at four key decisions that can fuel effective cost management in contact centers.

Reduce reliance on brick-and-mortar by going remote with the cloud

Legacy on-premises contact centers are quickly becoming outdated. According to research from Deloitte, only 32% of contact centers had migrated to the cloud as of 2021, yet 75% of survey participants planned to complete the journey by mid-2023. As a whole, Market Research Futures reports that the global market for cloud contact center technology will reach $45.5 billion by 2030, a CAGR of 24.8%.

Why the sudden aggressive shift away from legacy brick-and-mortar contact centers? There are a host of reasons, many centered on the cloud’s ability to enable more flexible, omnichannel service delivery and enhanced CX solutions. But it also has much to offer from a cost-savings perspective.

The cloud frees your contact center from the constraints of physical infrastructure and allows you to rely more heavily on a remote workforce. This makes it easier to scale your business seasonally or in response to demand. It also allows you to optimize your service delivery — Talkdesk reports that cloud-based contact centers experience 35% less downtime than on-premises sites.

With the right cloud solutions, these cost savings can prove substantial. According to a report from Forrester, for instance, the average contact center that moved to Genesys PureCloud saves more than $800,000 and gains a net total benefit of more than $5 million over three years.

If you truly want to improve cost management in your contact center, cloud migration is essential.

 Leverage your data

Across the board, today’s contact center managers and agents have more data at their fingertips than ever. The combination of more personalized customer experiences with advanced technology has made this possible. The only question is: Are you putting all that data to use?

You can access far more than the standard surface-level metrics, such as average handle times or wait times. With modern contact center software, AI-powered features, like sentiment analysis or in-depth transactional data, give you deep insights into customer satisfaction and behavior. And the best tools offer real-time access to these metrics.

Fully integrated contact centers are poised to make this data accessible and useful for anyone who can leverage it to improve customer experience. With access to real-time insights and the ability to share them across customer-facing departments, agents can direct the customer journey more effectively and efficiently.

Consider how much more quickly a data-empowered agent can respond to a customer calling in for the second or third time — or how a supervisor can use analytics to provide better coaching for that agent. When you leverage the data you have, your resources stretch farther.

Enhance self-service options

Customers want more self-service options. They’ve been shouting this for a while now, but many companies have been slow to listen. In NICE’s “2022 Digital-First Customer Experience Report,” 81% of customers said they expect more self-service options from businesses than they were getting. Yet 40% of companies think they offer enough.

That’s not to say that customers only want to deal with chatbots or automated IVR systems. But when it comes to simple issues — think checking your bank balance — customers would far rather resolve it on their own than wait to speak with an agent.

The good news for contact centers is that self-service options, when done well, can bring significant cost savings. With advances in conversational AI, chatbots and IVRs have taken huge leaps in their ability to understand and address many customer concerns. Plus, bots can handle far more customer inquiries than human agents. This ultimately lowers call volume for agents, allowing you to reduce staffing for minor customer service issues and focus on improving CX.

Automate as much as possible

Automation enables self-service, but it’s capable of creating far more efficiency for contact centers. Besides automating many of your customer interactions with AI-powered bots and IVR technology, you can automate many other mission-critical processes.

In fact, automation should touch every aspect of the contact center. From simplifying marketing workflows to handling staff scheduling to managing callbacks, automation can drive efficiency in every area.

And, in a contact center that relies so heavily on technology to shape customer experience, one type of automation may prove more important than any other: continuous testing.  The software that powers your contact center must be continuously tested, monitored, and updated to ensure quality CX at all times. Continuously testing performance identifies and resolves issues across the development process before they become too complex and costly to fix. As you scale your business, manual testing processes will struggle keep up with the demand. Automated continuous testing gives you ongoing feedback and helps identify defects so you can resolve issues in real time, rather than executing load tests or larger annual testing. This not only reduces labor costs but also prevents costly downtime and CX failures.

Scale Your Business Efficiently

Thanks to technology advancements, today’s contact centers face near-limitless possibilities for growing rapidly and improving customer experiences. But only the contact centers that scale efficiently, control their costs, and maximize their returns will earn the biggest benefits. By leveraging their data, moving to the cloud, expanding self-service, and relying on automation, contact center leaders can keep costs under control and set the stage for future success.

Learn more about the cost savings and business benefits enabled by Cyara’s CX Assurance platform.

Digital Transformation