The CFOs Guide to IT Investment Analysis

A CFO from a large bank quoted the bank’s CIO:

"What he said was, 'We have studied the existing corporate architecture and conclude the company must invest in a new infrastructure that will allow us to develop more effective systems and business processes. Money is tight in the next budget year, but we must stay ahead of the technology curve. It’s hard to explain the justification for this, but we need it to support the things you want to do next year.‘ 

What I heard was, ‘We need more money for things you won’t understand.‘"

Financial executives face a difficult challenge as managers and stakeholders in the information technology function. Many organizations have acknowledged IT’s strategic role as a competitive differentiator, and accept the need for both infrastructure and application investments. For the CFO to play a visible role in helping to determine where a company should invest its IT dollars, a clear process is needed for understanding and communicating the relationship between IT investments and business impact. In this context, business return implies not only traditional return-on-investment analyses, but also an assessment of a technology investment’s impact on larger business goals.

This presentation will outline a systematic approach the CFO can use to understand the IT portfolio, its impact on the business, and resulting priorities for IT investments. With this approach, the CFO can not only assess the business impact of current and future IT investments, but can determine and justify eliminating projects which are not contributing to the business’ objectives.

(1 Hour. Can be expanded to a ½ to full day workshop)

For a complete conference prospectus with detailed descriptions, email us at The Beta Group



 
 
 






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