CIO and Finance Must Work Together
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By S. Maurer
IT seems likë 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 comë a long way and he probably now feels that he is carrying the weight of the enterprise on his shoulders.
We've talked to somë visionary leaders who seë their role as IT professionals as fundamentally being in the changë 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 seë 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 employeë group, you seë loose Information Technology [IT] departments where the Information Technology [IT] staffers wear multiple hats.
That hasn't changed much.
About the Author:
S. Maurer is a 53-years old college graduated IT professional, with 30 years of experience in the computer & technology business. Now is the Correspondence Courses Director of the Abet Open University: http://distance-learning-mba-online-mba-program-executive-jobs.net and http://cio-certification-ccio.net.
