Sostenitore del successo del cliente

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) Il risultato? Il loro reparto IT si è trasformato da centro di costo a motore 18% di crescita del nuovo business . 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?