Harvard Business Review

SEPTEMBER 13, 2012

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.

Supply Chain 16

Supply Chain CIO Budgeting Project 16

Harvard Business Review

FEBRUARY 2, 2016

You’ll often find customer relationship management within marketing, budgeting within finance, supply-chain management within operations, outsourcing within procurement, training within HR, and new product development within R&D. Business units come and go, but finance, HR, marketing, IT, legal, and R&D seem to last forever.

Development 8

Development Supply Chain Incentives Outsourcing 8

Harvard Business Review

JUNE 26, 2013

With the swipe of a credit card, the customer support team can move to Zendesk or Desk.com; the HR team lives on Workday; the business intelligence group moves to GoodData or Domo; the finance team logs into Netsuite; the marketing department orbits around Marketo and Salesforce''s marketing cloud. Why is this?

Supply Chain 10

Supply Chain Competitive Advantage Information Technology How To 10

Harvard Business Review

FEBRUARY 8, 2018

Client-server technology begat enterprise resource planning systems, and the consequent system-wide visibility that was required for what we call business process management (BPM). Key to the new system are rapid data collection and analysis, followed by over the air changes to product software. How organizations are changing.

Management 15

Management Software BPM Technology 15

Harvard Business Review

SEPTEMBER 12, 2014

Who at your company will be put in charge of turning buildings operations from a cost center to a revenue center? Furthermore, many of these managers are focused more on productivity and safety goals than energy savings, nor are they allocated budgets to acquire new energy-saving systems even when paybacks would be compelling.

Energy 9

Energy Resources Information Technology Cost Center 9

Harvard Business Review

SEPTEMBER 12, 2014

Who at your company will be put in charge of turning buildings operations from a cost center to a revenue center? Furthermore, many of these managers are focused more on productivity and safety goals than energy savings, nor are they allocated budgets to acquire new energy-saving systems even when paybacks would be compelling.

Energy 8

Energy Resources Cost Center Budgeting 8