Controlling IT costs, or cost to be controlled. Demonstrating the value of IT.

Many organizations have branded their Information Technology (IT) department as a cost to be controlled, and it is no wonder. In my consulting work I can’t tell you the number of organizations that I have gone into, where pretty much the only way of finding out which business services are supported by a particular server, is to shut it off and see who calls.

 

If an IT organization cannot even identify the reason why the server exists, then how can they possibly articulate the value they provide to the organization beyond simply saying, “We do stuff?”