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Interesting that you bring up Disney. My company had an organization go through Disney's training (I don't remember the name of it), and then later the rest of
by csours 6y ago
Interesting that you bring up Disney. My company had an organization go through Disney's training (I don't remember the name of it), and then later the rest of the company had similar training.
Some things have changed for the better since thing, but IT is still a cost center, which drives how projects are allocated. Until you get upper level management away from treating IT as a cost center, you can't really unlock the creative potential. Of course you have to have financial discipline, and one of the classic methods for that is cost based accounting.
- ci5er 6y agoIf you aren't a software products or services company (engine of revenue), won't IT always be a cost center? If you are in IT at a bank, in retail, logistics, telecom, O&G, even trading, if what you produce isn't what you sell, then is IT not a cost center? If you were the CEO at a retail giant, like Target, how would you account for IT's in/out budget and expectations? I'm frankly amazed that Xerox PARC got away with being unaccountable rogues (with great unmonetized results!) for so long given that they didn't support the revenue side of the house one little bit. (Amazing place and time, though! And the director of the lab appears to have been a hell of a manager of unruly computer scientists!)
- csours 6y agoThe very short answer is "value based accounting" - but that opens up so many questions that I don't have the answer to. I can tell that cost based accounting is definitely part of the problem, but I can't really tell you how to get to somewhere better.