Lucky Number 8: TBM Part 11
Breaking our IT budget into eight categories that best represent our diverse portfolio allows us to manage each segment independently, while still providing a view on overall IT spend.
James LaPlaine
Some coffee, a bagel, & lots of inspiration
If we are receptive, aware, and present, we can find stirring events and original people that we can draw inspiration from and help to guide us to be inspiring to others.
A Liminal Lesson from Anthropology
The very nature of being a catalyst means you will push against established boundaries and norms.
At Least There is One Job Without a Gender Pay Gap
If we are actively managing our low performers and not keeping them around to be used as ballast for the annual employee review period, there should be little reason not to adopt more fair and equitable pay based on a set figure and adjusted for cost of living each year.
Organizational Charts Should be Written in Pencil: TBM Part 10
Periodic reviews of the IT org structure can be an effective way to align IT staff with business initiatives. I find it is best to construct the desired org structure without slotting the existing staff. Then begin to fill in the chart with individual names based on their unique skills.
IT Transparency Leads to IT Value and Increased Influence for CIOs
The IT organization sits at the intersection of all corporate technology decisions and consumer delivery, perfectly positioned to have a pan-company view on broad categories of value, efficiency, and innovation.
Eventual Consensus, Iteration, and Being Manic: A Map to Building an IT Financial Model: TBM Part 9
This article provides 10 answers to the question, "How do I get started building and IT financial model".
It's More Than a Model: TBM Part 8
Running IT like a business requires you to leverage the creditability you have gained in building, evangelizing, and educating leadership about the model and the value IT provides to push the business forward.
Lessons from AOL's TBM journey: TBM Part 7
Many companies have historically viewed central technology as a cost of doing business, one without offsetting revenue targets. Managing costs are clearly important to a business, yet must be balanced with the value the services provide to an organization.
The Model Flywheel: TBM Part 6
IT is the engine that needs to turn for our business to be successful, and in so many ways, we're the flywheel at the center of our products and services.
Goals of an IT Financial Model: TBM Part 5
Here are 8 goals for creating an IT financial model:
1. Most Financially Transparent Organization at the company
2. Represent The Real Cost of Technology
3. Provide Value
4. Map Costs to a Service Catalog
5. Be 100% Data Driven
6. Limit Caveats
7. Hit Your Monthly Deadlines
8. Drive Accountability
Start with a financial model: TBM Part 4
Building an all-inclusive financial model for IT is the first step on the path to running IT like a business. Get it right, and you will forever change the course of the company.
Get it wrong, and … well ... we can't afford for you to get it wrong.