4 levers every IT leader should pull to do more with less

Eliminating waste starts with asking what no longer helps 

One thing I look at when trying to free up resources is waste. It’s not always easy to spot, but once you start digging, it becomes clear that many tools, processes and projects continue to consume effort without delivering the required outcomes. 

• Software licences are a common place to start. Many applications operate on a subscription model, so it’s easy to lose track of what’s being used. It’s common to find software that’s still being paid for despite no longer playing an active role in operations. Reassessing toolsets with accurate usage data often uncovers savings that can be reallocated more effectively.
• Idle or underutilized infrastructure is another issue that often arises. This can include physical servers, cloud-based resources or networking assets that were provisioned for previous needs but have since been left running. If not reviewed regularly, these assets quietly generate ongoing costs with little operational value.
• Custom solutions and internal integrations are another area worth examining. Sometimes they were built to solve a specific issue quickly, but over time, they can duplicate functions found in newer platforms or become difficult to maintain. Unless these integrations deliver unique value, they can become a burden more than a benefit.
• We’ve also found that it is important to step back and review projects that are consuming resources but are no longer aligned with the organization’s strategic direction. It’s easy for projects to continue past their relevance. However, holding on to work that no longer fits the current business goals drains attention from the initiatives that do. A clear-eyed reassessment of each project’s alignment with broader objectives helps ensure resources are directed where they can have the greatest impact.
• We’ve made it a habit to revisit vendor agreements, service contracts and internally developed tools. In doing so, we’ve found cases where systems were being maintained simply out of inertia. Reassessing these areas with a clear view of value has helped us focus our energy on what matters most. 

Addressing waste requires a clear and disciplined process. Instead of relying solely on a comprehensive operational review, organizations can build a habit of continuous review as part of day-to-day operations, embedding evaluation into the way teams interact with tools, platforms, workflows and support structures. This approach helps surface mismatches between usage and intent or where cost outweighs value. Each item is then assessed based on its relevance to business goals, security needs and integration requirements.

With this ongoing insight, decisions about what to decommission, consolidate or reinvest in become more straightforward. While periodic in-depth reviews may still be necessary, ingrained habits of operational review make them easier, faster and more impactful. The goal isn’t simply to cut, but to refocus effort and investment where they can drive the most value.