| IT seems likë only yesterday that the | | | | Dynamic provisioning: Resources are |
| Information Tecnology [IT] community was | | | | dynamically and precisely allocated to meet |
| arguing the case for the board-level | | | | changing business/services/manufacturing |
| Information Tecnology [IT] director. | | | | requirements. |
| | | | |
| Since then, the Chief Information Officer | | | | Information Technology [IT] has learned from |
| [CIO] has comë a long way and he probably | | | | finance that this has to be a money-making |
| now feels that he is carrying the weight of | | | | venture, and finance has learned from |
| the enterprise on his shoulders. | | | | Information Technology [IT] that we need to |
| | | | address our processes across functions. |
| We've talked to somë visionary leaders who | | | | |
| seë their role as IT professionals as | | | | Technology is a critical component of that |
| fundamentally being in the changë business | | | | change. |
| services/manufacturing. | | | | |
| | | | The utility computing model pulls computing |
| That's a radical statement. | | | | resource from across the enterprise together, |
| | | | and because this resource can be shared, IT |
| The rising proportion of Information | | | | results in higher resource utilisation, |
| Technology [IT] expenses that's "pure" | | | | greatly simplified management, and a |
| investment is driving collaboration. | | | | superior cost of ownership. |
| | | | |
| With Chief Information Officer [CIO] and | | | | In the 20 to 99 employeë group, you |
| finance working together, we seë CFOs and | | | | seë loose Information Technology [IT] |
| CIOs working closely as part of executive- | | | | departments where the Information Technology |
| and operations-management teams and | | | | [IT] staffers wear multiple hats. |
| decision-making committees. | | | | |
| | | | That hasn't changed much. |