The benefits that come from well executed SAM are substantial and varied. For example, sustained cost reductions, insulation against non-compliance with contractual terms, the opportunity to make better informed software spending decisions, assurance on strategic initiatives like cloud migrations or M&A activities, effective re-provisioning of assets, etc.
Software is an elusive asset, it can be easily copied or moved across machines and identical looking installations can have hugely different licence requirements depending on how they are used.
It’s not just the transitory nature of software that creates challenges for SAM. IT environments are complex, evolving, and resistant to overarching inventory and control. Software contracts and licensing metrics vary on a vendor-by-vendor basis meaning there can be no singular approach and, in most cases, recognition of the commercial benefits of SAM are time-bound by contract renewal schedules.
As a result, many organisations struggle to implement and embed robust SAM practises and this often leads to unrecognised financial exposures, overspend, and untapped opportunities to reduce costs.
But, even if you do implement SAM, if you don’t carefully orchestrate day to day activities then there is a real risk of having material gaps in working and understanding. At best this can make your SAM ambitions slower and harder to achieve. At worst it can prevent you from achieving insights and benefits entirely.