Scenario 1
IT Business Cases provide weak rationale for showing the return on investment made on
planned technology projects.
This results in IT budget allocations being viewed as a “necessary evil” which only encourages
a stay-flat-or-less investment mindset that maintains the status-quo.
Encourages outsourcing vendors to make their play for ownership, where it can be difficult to
ascertain what they can be trusted to deliver, knowing that they support multiple clients.
Scenario 2
Finance is challenged to understand IT’s challenges and IT finds it difficult to express them
in conversations that can promote shared understanding, when it comes to costs.
This can result in slight friction between the finance group and the technology group, where trust
in the effectiveness of technology investment can make for uneasy compromises on both sides.
Affect on the customer journey of the finance owner:
- Frustration with not being able to engage IT as a partner rather than a cost burden.
- Concern that money that is meant for IT to affect strategic outcomes will be spent more on
break-fix, security and compliance than helping to deliver business value. - Anxiety that funds approved for IT spend will impact the reputation of the finance group if
return on investment is substantially missed. - Fear that IT costs that are under-capitalized are having large impacts on margin.