The last 15 years have seen a correlation in digital transformation- fueled economic growth, and the proliferation of the number of tools that organizations use to power their operations. During this time, many critical tools have come to market and have redefined how functional and cross-functional work is executed. As growth and software innovation empowered users and teams to choose their own tooling, a need was born for IT leadership to create policy to govern these choices. The reality is IT teams are now facing a complex patchwork of infrastructure beyond thresholds ever seen before. With an average of more than 125 tools per enterprise totaling $1,040 per employee annually, IT is typically aware of only a third of those due to decentralized ownership and sourcing.1 More often than not a given tool is creating complexity rather than reducing it by fitting into a consolidation strategy for managing efficiency, growth, and risk
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