CHAPTER FIVE
THE VALUE OF IT
Thursday, April 5, 9:30 a.m.…
Barton studied the one-page summary that Geisler had left in his box the night before. It was the third version he’d seen; this one was looking good. He was feeling increasingly confident in his ability to answer questions about the cost of IT. But a big hole remained in his thinking around the question of how much value IVK obtained from IT. In the early meetings of the leadership team, business units were providing either growth or profitability numbers for their specific areas to answer their own value questions. IT differed from these areas, though, because it was not a profit center, at least not within IVK. Unlike, say, Loan Operations, IT didn’t bring in revenues from external ...
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