You have several providers. What you really need is clear governance.
Having several specialists is not a problem in itself. The difficulty starts when nobody has the overall picture and coordination falls to your management.
Signs that governance needs clarifying.
An incident bounces between several contacts. You receive conflicting recommendations. Renewals are handled at the last minute. You do not know who holds the access rights. These situations call for a review of roles and dependencies.
Make responsibilities visible.
We identify the services, the contracts and the parties who look after them. The question is not only "who sold this equipment?", but "who can act, with what rights and under what procedure?".
Set up a single point of contact.
Skill Group brings several areas of expertise together to coordinate issues that overlap. The governance scope is defined with you and can coexist with specialist partners. A single point of contact does not automatically mean a single contract for every product and every third party.
Start without turning everything upside down.
A first engagement can focus on a stalled project, contracts due for renewal or a transition. It helps clarify the organisation before considering broader support. Your decisions remain based on your needs and the terms offered.
Your questions
Do we have to drop all our partners?
No. Some may remain essential. The aim is to organise their role and how they work together.
Does a single point of contact mean a single person?
The point of entry coordinates several skill sets. Handover arrangements need to be defined so that everything works clearly.
Further reading
Got a digital issue? You don’t have to work out who should handle it.
Describe your situation in your own words. The Skill Group team will get back to you to talk it through.