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Overview – IT Cost Leadership 9 Topics that matter

November 5, 2008

A CHALLENGING SCENARIO

  • Is your Scenario for annual budgets and cost reviews always a challenging one?
  • Are you constantly pushing the organization to be more cost efficient – and this year not next year?
  • Have your direct reports learnt to expect that, so they no longer bother coming in with anything less aggressive?

PERSONAL ACCOUNTABILITY

  • Is it absolutely clear which individual manager is 100% responsible for hitting which cost targets?
  • Have you eliminated joint or fuzzy accountabilities?

PERSEVERANCE

  • Does the organization believe 100% that you will always persist in the drive for cost efficiencies?
  • That you won’t ever forget commitments or let targets drift?
  • That you won’t be deflected with fudges, half measures, long timetables?

CONTINUOUS IMPROVEMENT

  • Do you have a improvement focus?

SPECIFIC TIME FRAMES

  • Do you work on short-term/mid term targets, asking for concrete progress to be made this week, this month?

FEEDBACK PROCESS

  • Is there a process for seeing quickly and clearly what progress is being made on cost targets?
  • Does the process involve good hard data, delivered quickly, reviewed frequently, with visibility and transparency?

STRATEGIC SKEPTICISM

  • Are your managers tepid about coming in with proposals to invest in “strategic partnerships” or “core competencies”?

PREMIUM TEAM

  • Is there a strong CFO and finance function as the CEO’s critical right hand for cost management?
  • And a proactive hard-nosed HR function, willing to take the lead in managing the key issues of people cost and staff productivity?

ROLES

  • Are you and your top managers good role models in terms of personal expense habits?
  • Is there fairness or equality in expense policies and behavior down through the organization?
  • Have you created a head office environment and style that send the right cost message to suppliers and employees?
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