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White Cut

Final Cut Pro Tutorial Basic Color Correction: White Balance and Color Matching

Cutting IT Costs While Building Capability

Management Summary

For the past several years information technology budgets have been increasing for a number of reasons, including the deployment of enterprise systems, new communications infrastructure needed to handle the explosion of email and data transmission, entries into electronic commerce. At the same time, companies are facing increased competitive pressures, are often unable to increase prices, and thus continue to look aggressively for ways to wring out costs. The IT organization is under pressure to deliver new business capability and to aid in cost reduction initiatives in other parts of the business. It is also under pressure to reduce its own costs, despite having no direct control over consumption patterns or many of the drivers that influence IT costs.

Thus, the CIO may face the demand to reduce costs while simultaneously upgrading the technology infrastructure to support electronic commerce, rapid applications development and, in many cases, a global communications network. Sound impossible? Not necessarily. After reviewing practices at more than twenty-five companies, we concluded that well-executed techniques for managing supply and demand of IT services can free up the funds needed for new infrastructure investment. The most significant barriers to achieving these savings are typically not technical or operational, but rather political and cultural, especially where business units view standardization of technology and controls over demand for IT services as threats to their autonomy. IT cost control is not just a numbers game – it is a general management challenge.

Cost Management Framework

We find that there are three ways to look at IT cost:

• Cost efficiency looks at how IT is delivering the basket of services that it controls. For example, does IT deliver help desk services of high quality at a best-in-class price?
• Cost effectiveness looks at how information systems, technology and IT services affect the total cost of specific business processes. The focus here is on business performance and costs.
• Market growth looks at IT's contribution to new product development, market expansion or business transformation. The focus here is on the cost and value of IT's contribution to business flexibility and innovation.

Employing such a framework is essential to effective cost management, because the techniques for cost control and the measures of success vary with these categories. Absent a useful cost categorization, executive teams fall into the trap of looking only at the total IT budget, and sometimes issuing potentially business-damaging directives like "cut 10% like all the other G&A departments."

Cost Control Techniques

Cost control techniques in each of these categories address two major and interrelated needs: controlling the cost of supplying technology and services, and controlling demand for technology and services. For example, in most companies IT is responsible for provision of long distance phone services. Through negotiation, audit, comparison shopping, and use of new technologies and techniques (such as voice over the Internet), IT can lower the cost of a minute of long distance. However, these savings may be overwhelmed by increases in long distance usage, and arbitrary or misguided attempts to control these costs may result in both higher unit costs and lower service. Companies must address cost and demand control together and anticipate the possible business outcomes of cost control moves.

Managing the Cost of Supply

Techniques for managing human resources in IT yield significant benefits for many companies – understandable when expenditures on staff and contractors were in the range of 30-50% of total IT costs.

Probably the single most important technique for managing staff costs (yet the least practiced) is "total time accounting," having IT staff account for their time at a sufficiently detailed level to be able to match hours with results. In order to do activity-based costing and budgeting, you need to know which resources are linked with which activities. For example, how many hours really go into minor systems enhancements? Total time accounting enables you to redeploy resources away from low-value activities to more strategic initiatives, as well as providing information useful in demand management.

Staff cost control is also improved by performance management and retention management. Performance management means that the company has a career development plan with an appropriate mix of incentives and rewards for high performers, as well as willingness, when necessary, to actively deal with poor performance. (Almost half of the 20 companies we interviewed on this point did not actively deal with poor performance.) Retention management includes a good understanding of the costs of losing and replacing an employee, plus the flexibility to shape benefits and compensation plans creatively to retain top performers.

In managing the costs of technology supply, standardization of hardware, software and other infrastructure yields significant benefits. Companies that track costs associated with the introduction of new or different technology, including software, soon recognize the amount of hidden cost – especially long-term support cost – associated with a variant technology. While there are legitimate business reasons for using non-standard technologies in specific business units, lower-cost companies ensure that the differentiation is legitimate. They manage technology infrastructure through a hierarchy of standards: for example, email and database management systems must be standardized; back-office software such as HR and payroll should be standardized; enterprise resource management systems must be standardized at points of corporate coordination; and business-specific strategic systems have more flexibility but are encouraged to leverage as much corporate infrastructure as possible.

Managing the Level of Demand

Management of demand is where firms experience truly substantial savings. One company in this study reduced IT costs by 50% over a two-year period by elimination of unnecessary systems, more appropriate use of existing systems, and reduction in support and enhancement of systems.

In many companies, baseline costs (keeping what we have running, doing routine maintenance, and making externally imposed changes) consumes 80-90% of the IT dollar spend, and IT management may find these costs difficult to reduce. We recommend close inspection, because it often happens that support and operation of questionable legacy systems consume a disproportionate amount of money. Companies under strong cost control mandates have dramatically clamped down on "maintenance and support" with large savings and little degradation business capability or service.

We also recommend that companies carefully analyze their portfolio of applications and decommission those whose operating costs are no longer justified by their benefits. Some companies have used Y2K as the reason to eliminate systems with limited use or life expectancy.

Barriers to demand management are predominantly political and cultural. In several cases we studied, IT professionals knew that applications had limited usefulness or consumed excessive resources, but they felt unable to raise this issue. In other situations, the culture norm called for IT to respond to all user requests. In one company where a new CIO escalated this issue to the executive team, they discovered that 30% of the IT development/maintenance projects lacked specific tactical or strategic value.

Implementing a Cost Control Program

As a first step in implementing an IT cost control program, companies must establish their objectives, desired business outcomes (including user and IT behaviors), and cost/benefit measurement techniques. The next step is to assess current costs and technological and organizational capabilities in order to find the most significant opportunities to control or reduce costs. This assessment is very important, because there are typically too many potential cost reduction initiatives to attempt at once (e.g., there are more than 40 sets of techniques listed in this report). The third step is to select and follow-through on those cost control opportunities with highest impact for your business.

About this Report

Chapter 2 explores the useful ways to categorize, assess and discuss IT costs, including efficiency, effectiveness and support for business transformation.

Chapter 3 summarizes more than 40 sets of techniques used by companies to help reduce IT cost by becoming more efficient or by appropriately managing demand.

Chapter 4 describes approaches to assessing the current maturity level of a company and its IT organization and then matching the cost control implementation approach to the current level.

Appendix A outlines an approach, with examples, for activity-based budgeting in IT. The principles of activity-based costing developed for the broader business environment can help in surfacing and managing the cost drivers specific to IT.

Appendix B outlines the application of real options to IT investment decision making, especially in the area of new infrastructure.

Document by Shaun White http://www.sacherpartners.eu

About the Author

Highly skilled IT/IS Director with over 15 years experience in engineering management and software development, cloud computing, including managing £10M/quarter department budgets, defining department and company strategy, creating and tracking product schedules, creating and delivering RFPs (Requests for Proposals) to win bids, building a global team of up to 100 people in 8 different countries. Currently working for Sacher Partners Ltd

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