Our views on trending topics

This year's budget season is quite different from any other. Enterprises will experience acute supply vs demand pressures, have to plan for a somewhat uncertain FY21 and deal with the challenges of effective cost control driven by remote working. To overcomes these challenges, enterprises will have to adopt robust and accurate IT Financial metrics to underpin investment, develop a capability to rapidly model multiple future scenarios, and bring together isolated datasets to ensure deeper insights and thereby improve control of the IT cost base.

Improving the transparency of your IT budget builds decision transparency, making managers and leaders at every level of the organisation more effective.

With over 60% of CIOs believing that organisation’s technical debt is increasing, enterprises need to create a shared definition, create measurable transparency, and create joint ownership mechanisms to reduce it.

Until recently, the term ‘Tech companies’ was seen as the domain of Silicon Valley companies. However, the impact of the pandemic on how we live, work, shop and entertain ourselves has caused massive shifts in customer demands that would’ve otherwise taken a couple of decades. In response to these shifts, ‘traditional’ companies are increasingly becoming ‘Tech companies’ – thereby necessitating additional disciplines on Sr. IT & Finance Leaders to aid this transition in a safe manner.

A CEO dashboard to monitor the key IT metrics for digital success is a nice idea. However, execution has its challenges. The secret to overcoming these challenges lies in ensuring a firm has invested in maturing its IT and Financial data, has robust IT Cost Models in place and a tool that produces easy to understand IT metrics and analysis of the costbase.

Communicating the Value of IT is an exact science and an art that commercially-minded CIOs have employed as a tool to demonstrate to the CFOs, CEOs, COOs, and Heads of Business Units that they manage IT like a business.

While there are differing opinions about the end of the pandemic and the ‘new normal’ for IT takes shape, CIOs and CFOs need to take prepare for this “hybrid future” by adopting a new Business-Technology Operating Model to improve agility, budget for containerisation/re-platforming of applications and improve cost control measures for IT to be best positioned.

Firstly, we’d like to clarify that we're not tax-experts but instead focus on IT Cost Management (aka Technology Business Management). Secondly, we know this is quite a contrarian recommendation to be making in today’s environment when no matter what the question – the answer is always ‘the Cloud’, but here you go…

In an environment of continued cost pressures, companies will increasingly adopt hybrid technologies in innovate and grow. While the transition to a hybrid environment can be rewarding for businesses, it requires a significant multiyear commitment. This requires a strategic level agreement between the CIO, CFO & CEO and specific actions by the CIO to prepare for this change.

In an environment of continued cost pressures, companies will increasingly adopt hybrid technologies in innovate and grow. While the transition to a hybrid environment can be rewarding for businesses, it requires a significant multiyear commitment. This requires a strategic level agreement between the CIO, CFO & CEO and specific actions by the CIO to prepare for this change.