|"It was very fortuitous that we'd implemented FullCost when we did. Now [under pressure to cut costs] I can walk into my boss's office and say, `Here's my budget and what things cost. What do you think isn't important anymore?'"|
| JL Albert
CIO, Georgia State University
"My allocation is too big!"
Business units complain that they're paying more than their fair share of your costs.
Clients demand more than your resources can deliver, and blame you when you can't produce all they want.
You're seen as necessary but not well aligned with the strategic needs of the enterprise.
You're a shared-services organization, and must earn the position of clients' "vendor of choice."
|"Managing IT as a business establishes the CIO as a proven executive who can lead other areas of the business -- administration, operations, even external-facing business units."|
| Perry Rotella
SVP and CIO, Verisk Analytics, Inc.
Governance isn't working as expected
You've established a client steering committee, but aren't getting the anticipated benefits.
"Outsource your function!"
People compare "apples to oranges" and mistakenly conclude that outsourcing your function will save money.
Setting your rates
You charge for your services, and clients complain that your rates are unfair and unmanagable.
|"Now, we understand what goes into every rate; we can explain it and look our customers square in the eye when we do."|
| Greg Stoddard
CTO, Riverside County, CA
Funding infrastructure and innovation
It's tough to convince clients to fund your infrastructure and your processes of innovation.
Teamwork and internal alignment
When managers independently set their own priorities, teamwork suffers.
The next generation of leaders
Managers are technically competent, but have little experience running businesses.
|"...it was like a mini-MBA. It's given me grounding in finance and changed the way I manage my unit and approach my customers."|
| Cindy Mitchell
Director, Applications Engineering, University of Maine
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