Pam Petrow and Vector Security adapt to new technology


Technology has created a new dynamic in many businesses, and Vector Security is no exception. The pace of change, in turn, has altered how CEOs need to manage.

“Today, more than ever, you have to be able to think and adapt faster,” says President and CEO Pam Petrow. “For many years, the progression of technology was much slower, and you had a lot more time to let things roll out, see how other people did.

“I get feeds daily on new entrants in home automation, on new cameras, on new video analytics. I get stuff daily, and that was not true 15 years ago. The speed at which you need to be able to make decisions and react has changed dramatically,” she says.

For example, Vector has a three-year strategic plan, rather than a five- or 10-year plan. Even then, sometimes the company is only halfway through and making modifications.

On top of being nimbler yourself, Petrow says you have to be nimbler with your employees. They need to be kept up to speed and focused through all the distractions, which is why Vector uses tools like a product roadmap.

“Every day, new products come out, and we don’t want to chase everyone. We have to be more selective about what we’re going to look at. And then if you make the wrong bet and you pick the wrong product, you’ve got to be able to shift again,” she says.

Petrow says it’s a matter of being able to recognize it and move on. Vector even has a person whose primary job is to watch the market, looking for technology that could benefit or threaten its product line.

“The lifespan on products and services is just shrinking. It’s not forever,” she says. “I think as long as you’re nimble and you can make that adjustment, you’re in a good place.”

Get comfortable with new

Luckily, Petrow has experience to draw upon — she joined Vector right out of college and has held almost every role over the past 35 years. Since 2011, she’s led the U.S.’ fifth-largest security company and its 1,200 employees.

Security has changed a lot over those 35 years, especially recently.

Residential customers want a home automation solution on a single application. They can turn on lights, enable locks, see who is at the door, disarm the system remotely, change the thermostat, operate their garage door and watch video feeds.

“We have changed just like a lot of other industries have as the technology has become affordable and available,” Petrow says.

Residents use home automation to learn when their kids get home, if the Amazon delivery came or whether the landscapers followed their instructions, she says. It has evolved into an infrastructure where people have the ability to monitor their homes from any place via their smartphone.

Vector now interacts with its customers day in and day out, rather than just in an emergency.

Technology in the Steel City

Stefani Pashman, CEO of Partner4Work, has a unique view on Pittsburgh’s labor market. The biggest opportunity she sees won’t come as a surprise to many: technology.

Across every occupation

But that doesn’t mean we all need to become software developers or coders — although technology jobs are still one of the area’s fastest growing occupations. She says over the past few years, there also has been an overwhelming need for technology skills embedded in many occupations that aren’t even technology related.

“It’s across every occupation. So, having some comfort with technology and having a little bit of experience in that domain is really important for all of the jobs available,” Pashman says.

Partner4Work, featured in Building Stronger Communities, launched its TechHire Pittsburgh initiative to create more pathways and on ramps to technology careers. In addition to technology boot camps, TechHire developed a fun, free mobile video game in collaboration with Simcoach Games. Booeys: A Ghost’s Code is designed to gauge five aptitudes critical to technical careers.

This is just one way that Parter4Work is using its knowledge and connections to improve the Pittsburgh region’s workforce development. Other initiatives it plans to launch this year include helping people coming out of jail get better jobs and a college completion program for those who have a lot of college credits but no degree yet.

Not just for kids

Another interesting way that technology is being used in the Pittsburgh region is at the Carnegie Museum of Natural History.

The museum launched a new streaming series that broadcasts museum scientists to schools across the country using Facebook Live. Scientists Live has already reached an average of 50,000 students per episode.

These episodes, which certainly aren’t just for students, will feature experts sharing specialized knowledge and showing off pieces of the museum’s hidden collection. Find out more at and in the Uniquely feature.

Managed IT services that deliver ROI

Zach Schuler, founder and CEO, Cal Net Technology Group

Zach Schuler, founder and CEO, Cal Net Technology Group

Over the past few years, the term “managed services” has become more prevalent in the IT services community. It’s how many companies these days are consuming IT services, especially companies without the need or the budget for a full-time IT department. In its most basic sense, managed service delivery is the utilization of remote tools in which an IT service company can remotely manage and support a client’s IT environment.

These tools allow the remote monitoring, patching, upgrading and support of a client’s servers, workstations, and network devices. These services are usually priced on a “per device or user/per month” model, with the idea that a network can be maintained for a “fixed fee” per month.

“There are distinct advantages to this IT service delivery model, both to the IT company as well as to the client,” says Zack Schuler, founder and CEO of Cal Net Technology Group. “First, from the IT company’s perspective, they can automate most of the routine tasks that are associated with maintaining a computing environment. These remote management tools have many automated processes that can be turned on, thus saving the IT company time and money.”

Smart Business spoke to Schuler about how to get the most from managed IT services.

How do businesses benefit from managed services?

First, this service delivery model helps clients manage their IT budgets a bit more closely, as many of the services are delivered on a fixed fee. This adds predictability to the ongoing cost of IT. Next, if the IT company has perfected its own processes around these tools, the ‘human error’ factor of manual maintenance goes away.

With all of the benefits to managed services, if a company looks at it as its only answer to IT services, it is doing itself a huge disservice. While managed services might be the answer to basic maintenance of the system, it neglects helping companies to truly drive value out of their IT resources. Managed services, when pitched as the solution, put consumers in a highly commoditized mindset. IT services should not be viewed as commodity services since, if delivered correctly, they can add serious bottom line advantages to the business.

How can businesses ensure these services are effective?

A less known term in the industry is ‘blended services.’ Blended services are a strategic combination of managed services and professional services that are packaged together to deliver the ultimate amount of value to the customer. This consists of looking hard at those services that can take advantage of remote tool sets and automation, and subsequently injecting intellectual capital into every other facet of IT that cannot be automated.

Part of blended services consist of pre-scheduled on-site consulting time. The face-to-face interaction that occurs during this time is invaluable to the business. It is during this time that questions like, ‘What is the best way to do such and such on my computer?’ or ‘What application can solve this business process issue that we have?’ are more likely to get answered. It is this face-to-face interaction that leads to new efficiencies being discovered, and people at the company ultimately being more productive.

If services are delivered 100 percent remotely, the chances are slim that a person will pick up the phone and call a relative stranger to ask about the best way to do something.

How can executives be sure they derive value from managed services?

They need to see the value in IT and its effectiveness as a bottom line tool. Too many executives at companies have traditionally been ‘technophobes’ and view IT strictly as overhead, a necessary evil, as opposed to a bottom-line boosting critical part of the business. In short, when consuming IT services, make sure that you are as equally engaged as your service provider.

Make sure that you see past the commoditized services being sold to you, and that you ask your IT company to do more and to prove its real value. Assuming you are paired up with the right organization, they will help you take your company to the next level. This might cost more in the very short run, but in the not too distant future, the ROI will be there.

Zack Schuler is the founder and CEO of Cal Net Technology Group. Reach him at [email protected]

Insights Technology is brought to you by Cal Net Technology Group

How centralized data centers can decrease costs and improve enterprise efficiency

Pervez Delawalla, President and CEO, Net2EZ

Pervez Delawalla, President and CEO, Net2EZ

Businesses with multiple locations or branches, in many cases, are not leveraging computer network efficiencies by taking advantage of existing technologies to limit equipment deployment and enhance cost efficiencies.

“Branch offices are too often set up with unique data centers instead of having centrally located servers,” says Pervez Delawalla, president and CEO of Net2EZ.

Deploying a great deal of equipment at each office diminishes the computing power of servers at the individual branches.

“Their capacity isn’t being utilized completely at a branch and is unavailable enterprise-wide,” he says.

Smart Business spoke with Delawalla about leveraging data centers for maximum efficiency in cost and use.

What are some keys to centralizing a data source?

One important element is connectivity. If an enterprise sits in a major metropolitan area, then connectivity infrastructure should be reliable and readily available. However, when outsourcing to a data center, the connectivity piece is the least of a company’s challenges because data centers offer higher-capacity connections through multiple technologies, such as Multiprotocol Label Switching, point-to-point connection or bandwidth compression. This enables an enterprise to limit the amount of equipment it needs to deploy.

In what way does connectivity affect a business?

How a company sets itself up to utilize a data center hinges in part on the number of user accounts at that location. A smaller office with 10 or fewer employees could be well served by multiple 10-megabit connections that link to centralized hardware at a data center. Consider using an authentication server at each location. Employees log in through this server so passwords and usernames don’t travel outside of the building. Once a user is authenticated, he or she has access to all of the company’s data, enterprise-wide, housed in the data center.

Bandwidth capacity can always be added through a local provider as a company grows. From a technology perspective, it’s simply an upgrade to the connection and not a deployment of new equipment. Operationally, it amounts to simplifying that connection so it’s easier to support, monitor and track. The increased capacity of that connection helps facilitate the centralization of hardware, which allows the hardware burden to be decreased.

What savings can be realized through centralizing hardware?

A multi-branch enterprise is often using applications that are common across offices. Centralizing those common applications in a data center helps improve application management, which eliminates the need to employ IT personnel at individual locations because support can be provided at one site. It also means not having to deploy multiple servers for multiple sites, so cost savings can be realized by not buying as many server boxes.

Maintenance and upgrades also are made easier with a central data center because those don’t need to be accomplished on an individual basis. And if a security patch comes in it can be handled from one location. Further, having fewer servers means purchasing fewer licenses for software. Updates become easier, and license fees are less of an expense because software doesn’t have to be deployed in all locations.

However, just because hardware is centralized doesn’t mean everything is housed on a single server. The number of physical servers needed depends on capacity and redundancy needs of the company.

What can companies expect after centralizing their hardware?

The main benefits of centralizing are that the efficiency for support to the end user improves, deployment of upgrades becomes simpler and cost savings can be realized from reducing physical hardware. Having centrally located hardware also provides better security, management and handling of company assets. Security is improved because hardware can be physically monitored from a single location and server access can be better controlled. With less equipment to manage, limiting access becomes easier, meaning there’s less chance a costly mistake is made.

Pervez Delawalla is president and CEO at Net2EZ. Reach him at (310) 426-6700 or [email protected]

Insights Technology is brought to you by Net2EZ

How client records, software and the Internet have intertwined

Todd Jolicoeur, Tax Senior, Cendrowski Corporate Advisors LLC

Todd Jolicoeur, Tax Senior, Cendrowski Corporate Advisors LLC

In a world where electronic data transfer is becoming the accepted norm, the definitions of such terms as “books of original entry” and “data set” are constantly changing. Check ledgers are being replaced by backup files and seven-column pads by accounting software. Some remote accounting and data storage systems, often referred to as cloud accounting, are virtual in nature.

Smart Business spoke with Todd Jolicoeur, tax senior at Cendrowski Corporate Advisors LLC, to learn more about how technology has affected age-old accounting tools.

What are books of original entry?

When it comes to accounting that still utilizes column paper and a 10-key calculator, the accounting journals kept manually where any financial transaction are recorded for the first time, or originally, are the books of original entry that compile all of the information.

How has this changed with the use of accounting software?

Software has increased the efficiency of most accounting and tax services. Electronic books of entry are different because most data is entered only once. There is no longer the need to make sure each transaction is manually posted to each applicable journal. Because of the nature of software, this procedure is systematically performed and entries are automatically reflected in different accounting ledgers as pre-established by the software.

What is a data set when applied to accounting records?

The data set is essentially all of the information that supports an accounting statement, whether it is a balance sheet, bank reconciliation or general ledger. It is also the documentation that is often used by accountants to prepare other financial statements such as a Statement of Financial Condition or by tax professionals who perform tax services for individuals, fiduciaries and business entities.

One important note related to data sets is that the information contained within the data set is subject to subpoena when legal action is brought under suspicion of wrongdoing regarding finance and financial records.

How is the information stored for these data sets?

The oldest method is paper format. This includes things like checkbooks, receipts and other documentation. The prevailing new method is maintaining the records electronically. Firms are often digitizing and electronically storing any original documents required to perform accounting and tax services. Regarding electronic books of entry, firms have been transitioning for years to accounting software. The use of software not only expedites the work flow by requiring single entry of information, which flows to all appropriate journals and reports, but also when corrections are required you only need to make one correction, as opposed to making that same correction on several ledgers. Accounting records that are kept utilizing software are also easier to backup and create a copy of the data set for transfer to any parties that are authorized to receive such records.

What is cloud accounting?

The term simply refers to the remote storage of this information, as if it were stored in a cloud in the sky that can always be accessed. This is a relatively new concept that it is becoming more popular with the proliferation of technological gadgets. The use of electronic devices such as smartphones and tablets in business has increased the need for information to be stored on servers that allow for remote use. Whether this means using apps and remote connection to financial reports or accessing archived data and documentation, the need to use the Internet and these cloud resources is growing.

How can these changes in the process help my business?

You may want to speak with an accounting professional to determine the most advantageous way to perform your accounting function and store information as it relates to your needs for information recall and use.

Todd Jolicoeur is a tax senior at Cendrowski Corporate Advisors LLC. Reach him at (248) 540-5760 or [email protected]


Cendrowski Corporate Advisors blog: Learn more from the experts on business accounting topics.


Insights Accounting is brought to you by Cendrowski Corporate Advisors LLC

How big data is changing the way business decisions are made

Satyendra Rana, Ph.D., vice president, HTC Global

Satyendra Rana, Ph.D., vice president, HTC Global

More information leads to better decisions, and big data is providing companies with enough background to take much of the guesswork out of decision making.

“The larger the data set, the greater the context. Big data promises the tools to make observations much sharper and guide decisions based on facts or highly likely predictions, as opposed to intuition or sheer courage,” says Satyendra Rana, vice president at HTC Global.

Smart Business spoke with Rana about how companies can take advantage of big data and its potential for improvement and innovation.

What is big data?

Big data is a paradigm shift in the way businesses view and use data. For a long time, businesses focused on people, process and technology; data was considered a pain rather than an asset or an opportunity. Companies need to innovate and can no longer do so with the old approach. The new triangle is people, process and data, with technology as a substratum enabling all of those.

The first step to using big data is to look at what business outcomes are desired, then work backward and determine what data needs to be captured to glean those insights. A lot of that data might be internal, but business is not conducted in a vacuum — it needs to be understood in the context of markets, customers and suppliers. So there may be a need to gather external data to be correlated with the internal data. People have conceptions that big data initiatives have to necessarily use outside data, or that it’s only about outside data such as social media. It’s really more about what is done with the data than the source.

There are opportunities to collect data through various applications and sensors. Historically, it was a problem to collect data because it wasn’t readily available. For example, surveys were the main mechanism for collecting market data; you would need to approach 100 people to get 10 to respond. Now, people are volunteering information through mobile platforms and social media. Data is also being collected through instruments such as sensors on cars. Technology has made it cheaper to collect and store data, but businesses still have to take another step and leverage that data.

What are some of the applications?

The applications are everywhere, even though the most frequent uses are seen in marketing. Understanding customers better leads to improved relationships and more cross-selling and upselling. But big data insights can also improve operational efficiencies. For example, supply chain decisions about what products to stock in the warehouse can be influenced by big data. Insights could also lead to entering into new lines of business that weren’t considered. Further, a consumer using his or her credit card at a large retailer might be sent an alert offering a coupon for lunch at a partnering restaurant. The credit card company knows from its data that the customer eats lunch at this time and one of its restaurant partners is nearby, so it tries to predict behavior in real time. When the person uses the coupon, the credit card company gets a share. That’s a new line of business based on information the company had and was not utilizing.

How can companies get started on big data initiatives?

That’s an issue companies are struggling with. A data governance strategy is needed to deal with the amount of data that is received. You have to understand what is coming in and how it can be used. The most important step is to realize that big data is not just a technology issue, which can be a difficult task internally. Big data requires the business and IT sides to work together more closely than in the past. If big data is approached as an IT issue, its full benefit will not be realized. If it’s a business process and IT is involved only in terms of what storage to buy or application to install, companies may not quite understand what is possible.

Big data is changing the way businesses approach the fundamental need to innovate and create differentiation. For the past 20 years, innovation was about streamlining processes such as supply chains. Big data provides a new field for innovation by providing insights quickly and in more creative ways. Eventually, businesses will not have a choice; they will have to deal with big data in order to innovate and survive.

Satyendra Rana, Ph.D. is vice president at HTC Global. Reach him at (512) 773-0357 or [email protected]

Insights Technology is brought to you by HTC Global Services

How to get the most out of your office equipment

Edward Kromar, Director of Service, Blue Technologies

Edward Kromar, Director of Service, Blue Technologies

When office equipment goes down or doesn’t work properly, it can disrupt the entire business. And as the industry consolidates functions into one device, it’s critical to have the correct equipment that meets your business’s needs.

“It truly is a lifeline in an office,” says Edward Kromar, director of service at Blue Technologies. “If it’s a small office, it can almost stop the processes internally, as opposed to 20 years go when it was just one facet of many. Understanding your vendor’s service protocol is absolutely vital.”

Smart Business spoke with Kromar about how to maximize your office equipment.

What should business owners know before investing in office equipment?

Take time to understand your business and processes. Knowing the volume you use ensures the equipment is big enough. But if printing is most important, you may need a multifunction device that allows you to categorize your priorities in the workflow, so all printing comes before copying or faxing.

If the function is mission critical, you may want a second unit. This is mechanical equipment — failures are going to happen — so you may need backup equipment and data storage. If scanning is imperative but you have an all-in-one device, then you need to consider having another unit to provide back-up scanning. Look for an alternative that doesn’t break the bank but gives the necessary insurance, which could be a desktop device. In trying to understand your needs and priorities, develop and use your relationship with your office technology salesperson, which also helps you get the right product(s).

How does the technology life cycle work?

Technology is changing monthly, so a best practice is having the flexibility to move into different products with your vendor. Look for a product line with options and versatility as well as a history of improvements. Not only are your business needs changing, but a feature that wasn’t out six months ago could add efficiency.

While there’s no rule about how often equipment needs to be upgraded, make sure the technology still meets your needs. The faster your business is growing, the faster you’ll need to update. And, if you come across a broken process, don’t forget to consider that your office hardware could be part of the solution.

What’s problematic about switching to digital phones?

Digital phone lines are very practical for businesses that want to save money. Unfortunately, fax technology has not kept up with digital phone technology, so they don’t fit reliability together, and the industry is not spending research and development funds on merging these two. So, if you are changing phone systems and your organization has a high demand for faxing, you need to keep an analog phone line for your immediate needs and begin converting your clients to email communication.

What’s important to know about color?

Color has helped businesses present, at a more affordable cost, their marketing message to customers. But some business owners have misconceptions about their device’s color and the difference between business and production color. Production color, which is often outsourced to print production facilities, handles high-end color, where a red will always print the exact same shade. Business color is an acceptable quality that can be used internally and sometimes for outside marketing pieces. You can buy devices of either type, but there’s a cost difference. With help from your salesperson, you can discover what color needs to be used and when, including whether the volume justifies the cost of bringing it in-house.

How can your company maximize use?

First, your equipment salesperson should understand your IT support. Additional services and training may be needed to help make the transition seamless. An established equipment dealer can even provide support for more than just your hardware needs, the dealer might also provide various network support before and after installation.

You also need to fully understand the capabilities of the equipment you’ve purchased and how it fits with your business. If you don’t know what your equipment can do, find out. Also, as your business changes, you could take advantage of a feature you never thought you would.

Edward Kromar is the director of service at Blue Technologies. Reach him at (216) 271-4800 or [email protected]


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How to prepare for the worst by assessing your technology and vulnerabilities

Mike Maloney, Vice president, Comcast Business Services

In the aftermath of major disasters like Hurricane Sandy, renewed focus on planning for catastrophic incidents can actually undermine effective preparedness for more likely events and distort perception of risk in a way that makes businesses more vulnerable.

In a spectrum of risks, high-severity, low-frequency events are major natural disasters like hurricanes or earthquakes. On the other hand, there are high-frequency, low-severity disasters, such as human errors, computer crashes and power outages. Disasters such as fires and floods fall somewhere in between.

“We often focus on the catastrophic risks, those at the far right end of the spectrum,” says Mike Maloney, vice president, Comcast Business Services. “We assume that preparing for the worst-case scenario automatically includes preparation for all lesser risks. But, it hardly makes sense to initiate a full-blown disaster recovery plan every time the business experiences a minor deviation in operations. That is too expensive and cumbersome.”

Smart Business spoke with Maloney about how preparing for everyday disasters can keep your company — and its technology — on track.

Why is it especially important to prepare for everyday disasters?

If you prepare for the everyday disaster,  you will also be ready to address the more serious and less likely threats. For example, power outages commonly occur on a standalone basis, such as brownouts during the summer months with peak air conditioning usage, but power outages also follow more serious threats like hurricanes.

How can you guard against human error?

Human error is the most common form of disaster. Of course, the best way to address this is to ensure proper staff training and good management practices. But, you will also need a strategy to mitigate cost when error does occur, such as on-demand, user-generated data backups and clear recovery procedures.

What’s the best strategy for preparing for equipment or third-party failures?

By making good vendor selections and following proper equipment maintenance procedures, you reduce the frequency of occurrence. Also, build in redundancy for when those failures will occur and have extra equipment in inventory.

Third-party failures are the failures of service providers needed to deliver products and services like telecommunications. The basic strategy is to invest in due diligence to make wise choices for third-party vendors to entrust with your critical services, negotiate appropriate service guarantees and support, and build in redundancy to cope with failure when it occurs.

How is planning for environmental hazards extended to more severe threats?

Environmental hazards are conditions that displace staff and could be as trivial as a water pipe bursting and flooding the office. So, plan for human safety and assure the technology is in place to enable temporary remote operations. This concept is extended for fire, natural hazards and sabotage, which pose more severe threats to safety and longer periods of remote operations.

Once you’ve established your planning framework, what’s next?

The next step is to identify the business’s key assets, which may sound simplistic but is not necessarily obvious. For example, a small software development company insured its property, so after a fire, it was fully reimbursed for the replacement costs of office furnishings. But its critical asset was its intellectual property, embedded in hundreds of thousands of lines of software code. The company had failed to back up the software and subsequently went out of business. If it had a severe budget constraint, as start-ups often do, it would have been better served to forfeit insurance on physical assets and invest in off-site secure data backup.

In addition to determining how best to protect the business, this provides insights as to how to better manage the course of normal operations. Several years ago, a disgruntled systems administrator of the city of San Francisco refused to relinquish key passwords to computer systems controlling, among other functions, employee payroll. A little due diligence to understand the key processes, assets and functions of operations might have revealed this vulnerability.

Mike Maloney is a vice president at Comcast Business Services. Reach him at [email protected]

Insights Telecommunications is brought to you by Comcast Business Class

How to determine when to use a third party to uncover inefficiencies

Nano Zegarra, Director, Imaging Solutions Division, Blue Technologies

In order to eliminate or mitigate inefficiencies, businesses must take a close look at current processes. This enables employers to uncover pains, such as the amount of paper being routed throughout the enterprise or the time it takes to process an invoice. Being able to recognize these inefficiencies is great, but many times, quantifying the end result is much simpler than isolating the source of the inefficiencies.

“The problem can be anything — accounting, human resources, policies, leasing documents,” says Nano Zegarra, director, Imaging Solutions Division at Blue Technologies. “It also could be a simple fix, but perhaps the company doesn’t recognize an issue because it’s accustomed to doing things the way they’ve always been done.”

Smart Business spoke with Zegarra about the role of a business analyst and how an outsider’s assessment could uncover problems you weren’t aware you had.

How can inefficiencies be uncovered?

It’s tough. These may be hidden from the CEO or COO, who doesn’t realize parts of the process can be more efficient, especially if monetary values aren’t apparent.

The people who catch most inefficiencies are those who hear the griping, such as a manager who handles the time of individuals working in a particular area. CEOs have the vision, but those in the organization who get their hands dirty, or their direct managers, often discover inefficiencies. Pay attention to the negative feedback from employees, then dig deeper to understand the true pain.

It might take a specific problem to start to unmask these inefficiencies. Perhaps an employee has plenty of downtime, and you feel that he or she might be used more effectively elsewhere but are not sure where. Or you missed a large number of early pay discounts in comparison to the previous year, but where was the ball dropped? If a manager can understand the entire process and quantify the roles of each individual, it is much easier to identify the bottlenecks.

What is a good way to begin the process? 

Internal communication is key. Pay attention to the feedback from the process owners. If you identify an area that has more work than another, hold a meeting for open feedback. This is when you should bring in an analyst.

An external analyst can objectively look at the whole business process from beginning to end, using expertise in multiple industries to ask pointed questions about particular processes. A good business analyst will look for inefficiencies anywhere when mapping out work flows and showing where there’s room for improvement. Then, employers can do what they like with the assessment.

How can you accomplish more with less? 

Utilize technological resources. The greatest business expenditure is an individual, so ensure your people are as efficient as possible. Even the smallest solution can help existing employees do more in less time.

Saving time can be as simple as having a centralized multifunction printer with the ability to digitally send documents throughout an enterprise. Or take a look at what is being outsourced and understand what investment would need to be made to eliminate that expenditure. Many times, the ROI can outweigh the initial investment to save time and ultimately money.

Is it always about efficiency?

Not always. There are industries where it is critical for multiple individuals to look at a particular document. An experienced business analyst has industry expertise and knows best practices. This understanding may lead to an additional step in a process that may not make it more efficient, but will improve revenue or customer service ratings. This could ultimately give your company added value and a competitive advantage.

How can an analyst improve processes? 

Business analysts must understand current processes before making recommendations. This entails in-depth digging and information gathering in order to map out on paper what a company is currently doing. Throughout this process, he or she should be identifying and documenting the greatest pains and largest bottlenecks for every process. With a complete understanding, the discussion on potential changes can take place from an objective point of view.

The analysis’s most important part is the written assessment, which maps a more streamlined process and the steps a company must take to reach its ideal efficiency level.

 WHITE PAPERS: For more ideas on how to increase business efficiency.

Nano Zegarra is a director, Imaging Solutions Division, at Blue Technologies. Reach him at (216) 271-4800, ext. 2260 or [email protected]

Insights Technology is brought to you by Blue Technologies