When Volt set out to realign its solution offerings and go-to-market approach in the services procurement and related human capital areas, they saw the critical importance of a strong MSP offering, but one that could go broader than the traditional bounds of such administrative program charters today. For example, Volt is fielding a diverse group of resources, from PMO consulting-type managers to Six Sigma Blackbelt types to those with specific subject matter expertise in a range of category-specific, functional and technical areas -- contingent strategy/execution, SOW/project-based engagements, talent management, benchmarks/KPIs, etc.
The ability to mix and match these skill sets is fundamental to the flexible philosophy Volt espouses with their newly formed and integrated Consulting Group. However, in all cases, ProcureStaff Technologies will "remain entirely separate," in the words of Volt Consulting Group leadership. Spend Matters believes this separation of VMS from consulting is important for two reasons. First, it enables the VCG to bring a greater level of objectivity in addressing the need for VMS and SOW technology (incidentally, the ProcureStaff team has gone to great lengths over the years since the formal separation from the staffing/MSP arms of Volt to reinforce this separation with Spend Matters). And second, it will allow both organizations to focus IP and competency development based on what is right for their own, broader customer set -- rather than driving requests for VMS features/priorities based on a custom development mindset.
Volt Consulting Group believes that both customer size and sophistication is likely to drive a diverse mix of engagements and relationships. For example, larger clients may opt for only certain program components (e.g., MSP for North American IT) while a middle market organization may opt to outsource overall program strategy, design, automation and execution to the VCG organization on a global basis. However, it does appear clear that VCG views the middle market as perhaps the most untapped opportunity for an integration consulting, technology and outsourcing model to create the largest possible returns for customers. And no doubt the broader Volt organization views this segment of the market as ripe for potentially consuming staffing resources as well.
Still, simply from a resource alignment and opportunity perspective, the middle market presents a largely untapped services procurement opportunity. Consider, as VCG executives suggest, if "someone has multiple labor inputs that they're utilizing, there are many ways of investigating ways to add efficiency into business." A number of these organizations are "sophisticated enough to understand the principals of how best to drive efficiency" through better services procurement and talent management, yet middle market companies are less likely to have "the right set of capabilities in-house" to execute on program ideas.
Stay tuned for the final post in this series.