Harvard Business Review
SEPTEMBER 13, 2012
Finally, even large projects can be broken up into what a banking client of mine calls "human bites." Such projects may ultimately be significant in scale, but have been scoped into discrete units of delivery. As CIOs pitch new IT projects and their teams undertake delivery, cost and effort estimates can vary wildly.
Harvard Business Review
JANUARY 4, 2018
The ABU was set up as a centralized profit center with ambitious targets and with direct reporting to the chief operations officer; most often, similar units are organized as cost centers with no specific targets. This setup fosters focus on high-yield projects, actionable analytics, and speed of execution.
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Harvard Business Review
FEBRUARY 8, 2018
“It’s already changing organizations, by moving IT from a cost center to something with a place at the table in a lot of different meetings,” said Chris Jackson, head of cloud platforms at Pearson, a global learning company. Michael Francis, who led the project, noted how Kubernetes encouraged collaboration.
Harvard Business Review
FEBRUARY 2, 2016
On the other hand, they are set up as cost centers and service bureaus, mandated to meet the needs of all their constituents as rapidly as possible under the ceiling of their budget. What’s more, many of these teams are temporary; they will dissolve once the project is over, and their members may not work together again.
Harvard Business Review
DECEMBER 18, 2012
Individual companies are feeling the bite: analysts at Morningstar estimate that input costs at Tyson Foods will rise by $700 million — more than its 2012 net income. Over one-third of the world's largest companies surveyed by the Carbon Disclosure Project are already seeing the impacts of climate change on their business.
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