Genesys Leverages SaaS Management to Further Digital Transformation

With Pranab Sinha, CIO

Industry: Software
Founded: 1990
Headquarters: Daly City, Calif.
Employees: 5,000+

Goals for SaaS management

  • Cost savings
  • Visibility into utilization
  • Increased organizational efficiency
  • Application optimization
  • License management

Results

  • By rationalizing and standardizing applications, Genesys saved money and consolidated licenses with more than 10 SaaS applications in the first 6 months.
  • Opportunity to reduce license costs for widely deployed SaaS applications by 12% or more.

The leader in cloud customer experience and contact center solutions reinforces software asset management and enterprise architecture with SaaS Management.

Pranab Sinha leads as the CIO of Genesys with a clear vision: Drive digital transformation and maximize effectiveness for internal processes.

Genesys solutions have helped organizations in more than 100 countries transform what were mere interactions with their customers into intuitive experiences across every touchpoint. Today, the company delivers more than 70 billion remarkable customer experiences each year.

Digital transformation at Genesys includes not only the company’s evolution from an on-premises software provider to a cloud company in recent years but also the increased use of SaaS tools and applications within Genesys itself.

RELATED: Download the Executive Summary of this story.

Leading the Digital Charge

When Sinha joined the organization in 2019, he saw an opportunity to improve its internal processes by coalescing its IT infrastructure around a centralized model. The goals, he says, were to make IT and the economic viewpoint on services more centralized, without sacrificing the speed of innovation.

“There is a lot of interest to streamline services and make the economic model more centralized,” Sinha says. “But, to also make sure you’re not slowing down the speed of innovation.”

“Zylo gives us visibility so we have a much more controlled environment.”

To make that process happen, documenting and defining the current enterprise architecture was job one. “Defining the enterprise application architecture drives a clear point of view, a clear set of guidance, and a framework for what we procure,” Sinha says.“You have to have a winning enterprise architecture plan, but at the same time, you need visibility into the application ecosystem,” Sinha says. “Zylo gives us that visibility so we have a much more controlled environment.”

 

Above: SaaS spending and management distribution among Zylo customers. A primary reason that SaaS visibility to achieve is that business units and employees combined now control the majority of SaaS purchases and day-to-day management, not IT. 

Digital Transformation Challenges

Like many companies, Genesys saw an opportunity to redefine its IT strategy driven by many forces, including:

Accelerated growth: The company’s phenomenal growth created the challenge of application inventory oversight across a diverse collection of business units and teams.

Decentralized enterprise application architecture: With business units and teams exercising independent control of software acquisition, centralized visibility, and unified IT architecture wasn’t possible.

“From IT’s perspective, the view was that the assets that IT buys are only the assets that they’re going to look at,” Sinha says. “It drove a whole philosophy that we have to be very decentralized.”

The need for application rationalization: The two factors above combined to obscure the view of software’s value within the organization. As Genesys began the effort to consolidate its architecture, defining and rationalizing the return on investment for digital tools became a primary objective.

Sinha says these trends are a part of a more significant movement for enterprise organizations transitioning away from application ecosystems dominated by big corporate players to developing environments with a best-of-breed approach.

“The days of buying large monolithic applications and consuming different parts of the application while the rest of the parts sit idle are gone. The industry is moving to a consumption-based model where you pick and choose the best applications to fit your needs.”

“The days of buying large monolithic applications and consuming different parts of the application while the rest of the parts sit idle are gone. The industry is moving to a consumption-based model where you pick and choose the best applications to fit your needs,” he says. “You need a strong SaaS management platform, which provides a good view of what your enterprise and the economics look like.”

How Genesys Uses Zylo SaaS Management

Discoverability for all SaaS applications

With Zylo’s Discovery Engine connected to Genesys, Sinha, his IT department, and organization stakeholders can now build a single, unified view of all applications operating within the environment.

This encompassing viewpoint includes rich details about each application’s attributes, including cost, source of acquisition categorization, specific functions, acquisition source, and ownership.

Genesys identified duplicated and overlapping SaaS applications across several areas of the business, further encouraging a unified IT-based application approach.

Shortly after implementing SaaS management with Zylo, Genesys identified duplicated SaaS applications (those purchased separately by more than one employee) across several areas of business, creating the opportunity to streamline spending and consolidate applications under more favorable enterprise license agreements with reduced per-user costs.

Other opportunities to reduce costs came from isolating purchase transactions and establishing processes and governance to prevent the future growth of shadow IT.

 

 

Measurement of application utilization

With all applications identified, Genesys could measure actual utilization for applications and gain a complete picture of what works for users – and where to reduce costs.

By optimizing a variety of Sales Ops licenses, Genesys identified the opportunity to reduce costs at the height of COVID-19 in H1 of 2020.

Case in point, by utilizing direct integrations into mission-critical applications, Zylo identified under-utilized licenses that could be redeployed to other users, or eliminated to net savings.

With direct insights into the utilization of features and permissions, Genesys identified potential savings from its CRM by re-harvesting licenses that were underutilized by the workforce, as well as eliminating extraneous test and admin accounts. By optimizing its CRM licenses, Genesys reduced license costs and optimized savings.

“Zylo is exposing the things that people need to know about.”

The company’s e-signature software instance represented another license cost reduction opportunity. Zylo identified users who had not logged in to the application within the last 30 days, enabling Genesys to re-harvest licenses and avoid additional license spend with only one workflow action.

“These are hidden problems that every company has,” Sinha says. “Zylo is exposing the things that people need to know about.”

Verifying application architecture effectiveness

Beyond measuring and optimizing the impact of end-user utilization, Genesys can now work with teams and business units to tailor unique application profiles that work within the broader context of the Genesys enterprise architecture.

“Rather than dictating a set of applications, it’s become a very open, transparent conversation.”

Genesys built its enterprise architecture approach around defining the processes that work at every level of the organization. Then the applications that best achieve the desired result are chosen or identified. Sinha says that this process-focused architecture is the result of hands-on collaboration and communication with the teams employing the processes.

With Zylo’s discovery of applications, Sinha and stakeholders can verify if tools are working, or if additional changes are needed. Communicating those changes is critical, he says.

“Closing the loop helps build trust so IT and the business can come together,” Sinha says. “Rather than dictating a set of applications, it’s become a very open, transparent conversation.”

Reducing overlapping functions and rationalizing SaaS applications

With complete visibility, measured utilization, and a method to verify enterprise architecture effectiveness, every application within Genesys – no matter the business unit, team, or employee – can be rationalized based on its effectiveness for the organization as a whole.

Sinha says an early example of successful rationalization took place as Genesys examined its use of its portfolio of cloud storage applications.

“As a result of our consolidation, we’ve seen substantial savings.”

“We are very focused on making sure we don’t have multiple applications that provide the same form, fit, and function,” Sinha says.

After surveying their environment and choosing to standardize the organization around one application, Sinha’s IT team communicated the change to the company – to unexpected results.

“I immediately received 15 to 20 emails saying ‘I am so glad you’re doing this, we should have done this years ago’,” Sinha says. “It was great to see that. Generally, people want a centralized environment. As a result of our consolidation, we’ve seen substantial savings.”