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