Cutting costs not corners

No-one wants to spend more than they have to, but businesses, especially large ones, are inherently quite chaotic places, and that doesn't always translate to making it easy to make savings...
14 May 2024 by
Cutting costs not corners
Doubly Good, Leigh Garland
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At Doubly Good, we believe strongly in being able to make the most from the resources you already have. Whether it's people, data, services or technology.


Fundamentally, we don't believe that there's any single definitive way of working that's going to magically fix your organisation. In fact, we find that a team's ways of working often need to evolve over time. We help you develop the right ways of working to make teams more effective, by whatever measure is the right one for your business.


Similarly, cutting costs in services can mean substantially different things to different businesses. One might need a single supplier offering that helps crack down on shadow IT; Another might need a way to keep data flowing between rapidly evolving innovation teams. We help design, develop and deliver services that actually do what they're supposed to, without any of those "computer says no" moments.


The costs of 'data' can be harder to quantify. Storage alone is pretty inexpensive, but how many hours are wasted because data is hard to retrieve, or requires laborious cleansing steps, or needs to be merged and piped into a visual presentation tool? It's disappointingly common for businesses to spend a lot of time and effort setting up a 'library' for data - only to forget to appoint a librarian.


Cutting costs in technology can be fraught. If you want to use outsourced development teams to build your own software, will you have the right leadership to handle that? If you have a relied-upon tool, that's switching to a more expensive business model is there a way to minimise the impact? If your business is investigating using common open-source tools, how can you tell if they're secure, or are even going to be up and running in a year's time? 

How we start...

Whether we're looking at the strategy for an entire business transformation, or simply helping a team improve their outcomes, we almost always start with the same questions.

"What are you trying to, and why?"

You might be surprised at how few teams can answer both sides of that question. Or, at least, not in a way that isn't "because we've been told to".  

This is why our discovery process is so important. Regardless of the size of the problem, we need to understand the environment the team has to work in. After that we need to understand the 'doctrine' or maturity of the teams, and pick a strategy to improve, if necessary. We look at how leadership works and then, finally, we act. The aim is to reduce the time between observation, doctrine, leadership and action of every subsequent cycle.

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