CIO and Finance Must Work Together
CIO and Finance Must Work Together
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By S. Maurer
IT seems lik? only yesterday that the Information Tecnology [IT] community was arguing the case for the board-level Information Tecnology [IT] director.
Since then, the Chief Information Officer [CIO] has com? a long way and he probably now feels that he is carrying the weight of the enterprise on his shoulders.
We've talked to som? visionary leaders who se? their role as IT professionals as fundamentally being in the chang? business/services/manufacturing.
That's a radical statement.
The rising proportion of Information Technology [IT] expenses that's "pure" investment is driving collaboration.
With Chief Information Officer [CIO] and finance working together, we se? CFOs and CIOs working closely as part of executive- and operations-management teams and decision-making committees.
Dynamic provisioning: Resources are dynamically and precisely allocated to meet changing business/services/manufacturing requirements.
Information Technology [IT] has learned from finance that this has to be a money-making venture, and finance has learned from Information Technology [IT] that we need to address our processes across functions.
Technology is a critical component of that change.
The utility computing model pulls computing resource from across the enterprise together, and because this resource can be shared, IT results in higher resource utilisation, greatly simplified management, and a superior cost of ownership.
In the 20 to 99 employe? group, you se? loose Information Technology [IT] departments where the Information Technology [IT] staffers wear multiple hats.
That hasn't changed much.
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