Most mid-market businesses didn't intentionally build a fragmented communications environment. They accumulated one over time.
But over the years, what accumulates isn't necessarily a communications strategy.
As unified communications, contact centres, collaboration platforms and AI continue to converge, many organisations are discovering that integration has become just as important as functionality. Increasingly, competitive advantage comes from how well these technologies work together rather than how well they perform individually.
It's what Mark Sher, SVP of Product Marketing at Intermedia, calls "hybrid sprawl."
"You end up with a whole bunch of different solutions that probably don't really work well together and are starting to cause friction in the organisation," he says.
Hybrid sprawl isn't simply an IT challenge. It becomes a business challenge that affects productivity, customer experience and an organisation's ability to take advantage of AI and automation.
The impact rarely arrives as a single dramatic failure.
Instead, it shows up quietly - in wasted time, customer interactions that could have gone better, and IT teams spending more time managing complexity than helping the business move forward.
Most organisations know something isn't quite right. Few have ever tried to quantify what it's actually costing them.
The hard costs are easy enough to identify - duplicate solutions, overlapping licences, legacy phone lines that cost significantly more than their cloud equivalents.
But those are only part of the picture.
"The cost is lost revenue, inefficiency, lost time, duplicating time. All of those costs can definitely add up – and they can also be removed."
1) When IT Becomes a Vendor Management Function
The first place those hidden costs become visible is within IT.
When communications infrastructure is spread across multiple providers, IT's attention is divided as well - different contracts, different support teams, different maintenance schedules and different points of failure.
The result is an IT function that spends too much time coordinating vendors instead of delivering the strategic work the business actually needs.
"That friction can come from IT having to deal with multiple different vendors," says Sher.
For mid-market organisations with lean IT teams, that trade-off compounds quickly.
Every hour spent coordinating suppliers, opening support tickets or navigating multiple administrative portals is an hour not spent improving security, supporting users or delivering projects that move the business forward.
Consider an organisation juggling Microsoft Teams, a legacy PBX, a separate contact centre platform and standalone messaging tools. Even routine changes can require coordination across multiple vendors, multiple support tickets and carefully timed maintenance windows, turning straightforward administrative tasks into multi-step projects.
Individually, those systems may perform well.
It's managing the connections between them - and the organisations behind them - that steadily increases operational overhead.
2) The Swivel Chair Problem
Walk through almost any organisation operating with a fragmented communications stack and you'll see the same pattern repeated throughout the day.
Employees move constantly between applications, re-establishing context every time they switch screens.
The phone system sits in one window. Messaging in another. Customer records in a third. Email, CRM and knowledge bases each require their own application or browser tab.
The cognitive load created by continually switching between systems is difficult to quantify, but its impact on focus, accuracy and productivity is very real.
Resolving a single customer enquiry may require an employee to move between a phone application, CRM, messaging platform, email and a knowledge base before they can provide a complete answer.
Individually, those extra clicks seem insignificant.
Repeated hundreds of times each day across an organisation, they become a measurable productivity drain.
Sher describes it bluntly. "A lot of that swivel chair action - moving from one application to another application to another application back to another application - all causes friction."
“And friction is the enemy of efficiency and progress."
Multiply those small interruptions across every employee, every day, and the cumulative effect becomes substantial - even if it never appears on a balance sheet.
