The two had worked together to build a management consulting practice as part of rapidly-growing Southern California technology services firm. Although the new practice was successful, they soon discovered that their association with the technology firm was problematic. The main issue was that the firm had strong partnerships with several technology vendors, in some cases even reseller relationships. This created a perceived conflict of interest in serving prospective clients who were looking for guidance, especially for major IT decisions.
The bursting of the tech bubble in 2000 and the looming recession gave the two of them the opportunity to put their vision for a management consulting firm on a purely independent foundation, and Strativa was born. Their vision for Strativa continues today.
Free Resource: Watch Strativa President Frank Scavo in an informal interview about the history of Strativa and our core value of independence→
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Business conditions today are more challenging than ever. Executives constantly face global opportunities and threats, changing economic conditions, stricter regulations, and disruptive technologies. Each of these challenges demand executive time and attention to formulate alternatives and decide a course of action.
Yet, business leaders are already stretched to their limits. Responding to cost pressures, companies have thinned the ranks of management and barely have adequate resources to handle day-to-day operations, let alone take on new initiatives–even those that could bring significant improvements.
When executives look within the firm for help, they often find that their internal team lacks the expertise in best business practices or new technologies. Or, because they may be personally affected by the change, find it difficult to consider all options.
When they look outside for help, they often find their traditional advisers have conflicts of interest. Many consulting firms–not just technology consultants, but also management consultants–have become biased. They have vendor relationships they must maintain, products they represent, and even sales quotas they must reach. None of these are of interest to the client. As a result, executives have few good sources for advice that is truly objective and independent.
Strativa is a management consulting firm providing independent advice for business and information technology decisions, along with practical assistance for implementing those decisions for bottom line results.
We work directly with senior management to formulate business strategy and remove constraints to business performance. We facilitate strategic roadmapping to plan practical actions to achieve business objectives. We assist in implementing strategic initiatives, including redesign of work processes and organizational structure. We advise management concerning best practices and leading-edge technologies, audit the effectiveness of existing systems, and objectively evaluate and implement new solutions.
Acquisition of Computer Economics
In 2005, the principals of Strativa made a strategic decision of their own: to acquire the assets of Computer Economics, an IT research firm founded in 1979. Computer Economics, Inc. became the sister IT research organization to Strativa, with the two firms under common ownership.
Computer Economics provides metrics for IT management, conducting original research regarding the strategic and financial management of information systems. Its clients include major IT organizations, consulting firms, and accounting firms in North America and around the world. The firm is well known for its IT spending benchmarks, IT staffing ratios, salary reports, IT outsourcing statistics, and technology trends reporting.
Strativa consultants use Computer Economics metrics and benchmarks in their consulting on IT strategy. In return, Computer Economics analysts gain insights into issues and trends in IT management and the technology market landscape.