I have nothing against CFOs. It's a tough position with a lot of pressures that can easily be misunderstood. That being said, it is the money people who generally stand in the way of engineers and technologists and the spending required to accomplish great things with IT.
It is a common problem we all have -- dealing with accounting, the CFO or other non-IT management. Of course, our running joke is that the CFO thinks of technology as a $499 PC they can pick up at Staples or OfficeMax. They don't understand why $29 billion is collectively used to power and cool IT infrastructure: 50 cents for every dollar spent on servers. They do understand the 'space crunch' that IT manifests at $2,400 a server, and $40,000 a rack at $1,000 a square foot. They see the money going out the door. Then they read about 'server sprawl' and the $140 billion in excess server capacity available in the U.S.-a three-year supply. No wonder they get so upset: 'You're spending how much? On what?'
So we walk away with the feeling that they simply don't get IT. But some of the problem belongs with us - we don't communicate in the language of the CFO. And because we don't, we shouldn't act surprised when we get pushback on spending requests. This needs to change. Here are 10 areas where we, as the promoters of IT, can begin to communicate better with the CFO.
1. Think TCO, not ROI
Traditional ROI thinking won't work anymore for us. To the CFO, return on investment is how much money you're going to give back to the company. Let's face it. Most IT projects - no matter how compelling - don't bring 'return' to the organization like an additional sales person, a new marketing campaign, or a new product launch. Discuss projects with CFOs in terms of total cost of ownership (TCO). Repeat it until you are blue in the face -- IT projects are overhead. You get over this by demonstrating fiscal stewardship, showing that you are providing the lowest cost. To do that, you must provide options, comparisons, case studies and examples.
CFOs like what they hear about cloud computing as a cost saver. Don't fight them on it. You can leverage what they are hearing in order to steer cloud spending on the right IT projects. All CFOs understand that you don't want private customer records or sensitive financial data 'in the cloud,' for example. Incorporate cloud or managed services for tactical, not strategic, applications.
3. Green IT
4, 5 and 6. Virtualize, Virtualize and VIRTUALIZE
This subject takes up three spots because there are three key virtualization targets -- servers, desktop and storage. But again, the key here is how to justify and how now NOT to justify.
Let's start with server virtualization - it's the easiest to justify TCO-wise. The challenge is to provide accurate savings estimates upfront. In other words, don't guess as to the savings. Many times, virtualization projects are viewed as unsuccessful because the savings don't match the upfront promises. This can be avoided by running a formal assessment before asking for funds. Collect real-world usage statistics to build an accurate business case. And don't use low-traffic period estimates. If your IT use peaks during the end-of-the-month business close, then include that time period in your assessment.
Desktop virtualization projects usually require a multi-year business case. It's tough to justify a full-scale VDI program in the first year because of the upfront capital expenses. But VDI can extend the typical three-year desktop refresh cycle, reduce operating costs for support, maintenance and upgrades, and reduce subsequent year capital expenditures.
Finally, check into the new wave of storage virtualization products. They can lower capital spending by up to 90 percent.
7. Adopt IT-Centric Business Continuity
Three major concepts (risk management, disaster recovery and business continuity) have become blurred over the years because the responsibility of planning has been foisted upon IT leadership without the explicit participation of business leadership (the CFO?).
This needs to change. And the change can come about by the adoption of new planning for business continuity that is IT-centric. By adding a couple of critical steps in the planning process line, the overwhelming burden of IT leadership to determine which business units are most important, what priorities should exist after a disaster, and how to ensure business continuity is removed. Decisions no longer will be made in a vacuum and will result in the optimal dynamics within the cost, time and risk relationship for a particular enterprise.
8. Align with the Big Picture
It should go without saying that IT projects should align with the benefit to the organization's core mission. Unfortunately, many projects do not. IT has to get this message out and communicate it beyond the IT group. To align IT with key business objectives, you have to understand how IT is the differentiation or delivery of the product or service.
9. Proactive Cost Reduction
DuPont is like a lot of big companies that learn the hard way. Organizations that retain documents beyond required retention periods will face higher costs and greater risks should that information be subject to discovery. So DuPont did a three-year internal study of document discovery requests. They learned that in three years, 75 million pages of text were reviewed. They also learned that 50 percent of the documents that were reviewed were kept beyond their required retention period. DuPont estimated the cost of reviewing documents past their retention periods was $12 million. For this particular example, 'e-mail archiving' is a good way to demonstrate to CFOs that IT can be proactive in cutting costs. Always be on the lookout for these kinds of projects.
10. Reduce Data Center Costs
Modular data centers are becoming a way to cut costs. Google and other major players are starting to look to this model to avoid building and construction costs. The use of managed or hosted services should be another consideration. This combination can reduce capital expenses with incremental expansion. It can also bring about 40 percent lower cooling costs in 1/8th the space.
While the relationship between CFO and CIO can sometimes have more debits than credits, it is definitely worth the investment in time and effort to highlight IT projects in terms the CFO will understand. This means working hard to determine the full financial impact of your programs, demonstrating that you are looking at the total cost of ownership, and considering the company-wide financial impact of your projects. While past performance is no guarantee of future returns, if you can successfully strengthen the relationship between you and your CFO, the return on investment -- excuse me -- I mean the total cost of ownership, can be stunning.