DECEMBER 2018CIOAPPLICATIONS.COM9environment for acquisitions; and 3) define processes that are flexible enough to adjust as per business need. The phrase "building the plane while flying it" is used often to communicate the difficulties IT organizations face when implementing change, averting the negative impact on business, while constantly updating and changing the environment. In a hyper-growth organization, the plane is already running at a higher speed and the landscape is continuously changing. Implementation of in-house and Cloud-based solutions was critical to facilitate day one integration for acquisitions. Taking the time to build in-house security management enabling full integration into the HRMS system to drive security and integrity, both internal and external, was also critical to the enterprise's long-term success. Controls cannot be jeopardized and this is achieved through sound processes and procedures that are automation-driven, hence reducing the risk of human error. Process changes throughout IT were also required. Help Desk, Applications, and Infrastructure and Operations teams evaluated their existing processes to determine the tipping point when manual processes would no longer be sustainable. This provided the timeline for the design and implementation of the hyper-growth processes properly aligned with our growing organization. This is where the value of bringing in resources who have "Been there! Done that!" eases the implementation of best practices and tools designed to support current and future IT environments.Technology Strategy There are many arguments circling Cloud computing. When or why should we move to it? The Cloud was a cornerstone of Caliber's hyper-growth strategy. Many companies grow through acquisitions and throughout a certain period of time will run on parallel systems, mashing the data together for financials, and requiring multiple systems to view overall transactional performance. The key for Caliber to successfully acquire and maintain locations weekly required day one visibility into both operational and financial data. With appropriate Internet, leveraging Cloud-based technologies enables this day one integration. Building integration points between a Cloud-based management system into the accounting and HR Cloud-based systems (as well as our internal data warehouse) provides complete visibility into each existing and new center we acquire or build from the ground up. This allows for performance visibility of the acquired location as well as a more positive user experience for our newly acquired team members as they are using the same technology solutions as the rest of their teammates across the organization. Cookie cutter technology and business processes are essential for effective growth.As the distributed environment grows, the WAN design becomes a critical success factor. Transitioning from MPLS to SD-WAN environment leveraging Meraki provided the necessary flexibility, speed, and single pane of glass administration to maintain growth. This aligns with an overarching strategy of leveraging technology to support processes without dramatically increasing IT headcount. Solid processes and monitoring technologies are the components enabling a high level of continuous service across the growing organization without the need to increase resources.For any IT organization to be successful as an enabler of their business, the team must continue to function in a constant improvement mode. Leveraging new technologies and continuous process improvement paradigms are essential to enabling frictionless hyper-growth. The greatest failure an organization can have is becoming stagnant. As we continue to add new locations weekly, the Caliber IT team is energized and working closely with the business to continue providing technology solutions that efficiently and effectively solve ever-changing business opportunities. The key for Caliber to successfully acquire and maintain locations weekly required day one visibility into both Operational and Financial data
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