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IT STRATEGY CONSULTING
Decide what to build, buy, and retire.
Most IT estates were never designed as a whole
Systems arrive one at a time. A CRM here, a reporting tool there, an acquisition that brought its own ERP with it. Each decision was sensible when it was made, and usually made by capable people under real constraints.
A few years on, no one owns the full picture. Every vendor recommends their own product, overlapping systems each have a sponsor, and the IT budget is easy to state while its value is harder to demonstrate to a board.
Our job is to give you the map, and a sequence you can defend.
What we see most often
These are the three situations that come up in nearly every strategy conversation we have.
No single view of the estate
Applications, owners, contract dates, costs, and overlaps live across different spreadsheets and different heads. Nobody is wrong; nobody has the whole picture.
Decisions led by whoever is in the room
Each vendor recommendation is reasonable on its own terms. Taken together they do not add up to a direction, and the estate grows by accretion.
Spend that is hard to justify upward
The budget number is known. What it delivers, and what would happen if it were cut, is much harder to set out convincingly.
What changes
One agreed picture
A current-state map that the leadership team recognises, argues about once, and then signs off.
A sequence, with costs attached
What happens first, what it costs, what it unlocks, and what it depends on.
Decisions you can defend
Options set out with their trade-offs stated, so the choice and its reasoning are documented for whoever asks later.
What you actually get
Strategy work has a reputation for producing documents nobody uses. These are the four outputs, and each is meant to be used rather than filed.
An application portfolio map
Every system in the estate, with its owner, annual cost, contract dates, and where it overlaps with something else. Usually the first time anyone has seen it all in one place.
A prioritised roadmap
Initiatives sequenced across the next twelve to thirty-six months, with dependencies, rough effort, and indicative cost. Ordered so the early work funds or enables the later work.
A business case for the decisions that matter
For the two or three genuinely significant choices, a total cost of ownership comparison with the assumptions written down, so the numbers can be challenged rather than taken on trust.
A governance model
Who decides what, going forward — so the estate does not go back to growing by accretion the month after we leave.
We should say where our bias sits.
VIPAS Technologies is an SAP partner. If you ask us whether SAP is the answer, you should weigh the recommendation knowing that. Where SAP is not the right fit, we will say so — but you are entitled to know what we do before you take our advice on it.
How we help
Application portfolio assessment
Interviews, contract review, and cost analysis to build the current-state map, typically over three to four weeks.
SAP roadmap definition
Where your SAP landscape sits against SAP's direction of travel, and what that means for timing — including the 2027 ECC maintenance date if it applies to you.
Cloud and hosting strategy
Public, private, hybrid, or on-premise, assessed against your actual regulatory, residency, and cost constraints rather than a general preference.
Business case and TCO modelling
Cost comparisons with assumptions documented, built so your finance team can interrogate them.
Vendor and licensing advisory
Reviewing what you are entitled to, what you are paying for, and what is due for renewal — often the quickest saving available.
Governance design
Decision rights, architecture standards, and a review cadence that fits how your organisation actually works.
Why organisations choose VIPAS Technologies
We work in these systems, not only above them
Our consultants deliver SAP projects day to day. Roadmaps are written by people who will have to live with the estimates in them.
Defined scope, defined output
An assessment with a start, an end, and four named deliverables — not an open-ended advisory retainer.
We are clear about our position
We are an SAP partner and we say so on this page. You should know where advice comes from before you act on it.
Not sure where to start?
Tell us roughly how many systems are in your estate and what prompted the question. We'll come back with a view on whether an assessment would help and what it would cover — no obligation, and no sales pressure.