Anwalt für den Kundenerfolg

I had an enlightening conversation with a manufacturing client who completely changed my perspective on IT budgeting. Instead of the traditional approach (X% of revenue allocated to IT), they've implemented "technology-enabled profit centers" where each IT investment must demonstrate direct contribution to: 1. Revenue generation 2. Cost reduction 3. Risk mitigation (with quantified impact) Das Ergebnis? Die IT-Abteilung wandelte sich von einer Kostenstelle zu einer treibenden 18 % Wachstum des Neugeschäfts . This shift from "IT spending" to "technology investment" has fundamentally changed how they evaluate every aspect of their technology strategy. How does your organization view IT expenditure? Cost center or strategic investment?