Next generation Bill of IT automates a customizable email invoice, enabling business owners to optimize investments and influence consumption of IT services.
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To help its media properties like Huffington Post and TechCrunch innovate faster and more profitably, AOL used its cost and performance model to determine it should embrace public cloud. It has already retired 14,000 servers, sold off a data center and lowered its carbon footprint 42%. Deep understanding of its service costs, capacity and performance was also a critical factor in AOL’s decision to acquire the majority of Microsoft’s advertising business this summer.
In a bid to build the next generation of home nancing infrastructure, Fannie Mae uses TBM to understand not only technology costs but also businessoperationcostandtimeef ciency. Thecompanyisshaping investment in technology and operations with models that allow business users to explore the total costs and connections between applications, business operations and business capabilities – such as turning a pool of loans into a mortgage-backed security.
Nearly 1/3 of IT leaders spend 50+% of their budget on external IT services. The resulting multivendor landscape presents a challenging management scenario for IT.
As technology leaders today shift resources to the cloud, the question of costs also needs to shift from supply management to demand management.
If you are trying to accelerate a transformation in your IT organization, you've likely found that it's the organizational challenges, not technical ones, holding you back. How do you get IT staff, lines of business leaders and your C-suite on board when the destination is outside their comfort zone? Come listen to how AOL CIO James LaPlaine used Apptio data to make his business case.
Kim Manigault, EVP and CFO, Technology & Operations at KeyBank, and Amy Brady, Key Bank CIO, EVP Technology & Operations Executive, held leadership roles at the same nationwide bank before they joined KeyBank. In addition, they both came to KeyBank with the same idea: elevate the relationship between Finance, IT and the KeyBank business units into a business partnership across the bank.
Given aggressive asset growth plans for the business, CHRISTUS Health created new levers for cost savings and cost avoidance in order to contain IT spending and improve IT leverage. By modeling and reporting on the TCO of 1,200 applications, they were able to identify spend per service category and applications on a monthly basis. This helped tie a $60 million growth in application spend to increased demand for resources, leading to more productive C-suite conversations about consumption.
Maritz CIO Gerry Imhoff used TBM methodology and tools to accomplish a nearly 40% reduction in the corporate IT budget. At the same time, TBM was used to support a decentralization strategy, yielding surprising results. Giving his customers, the VPs of finance and technology in each of the Maritz businesses, access to Apptio Cost Transparency changed the dynamic, enabling IT’s shift to service provider and improving trust in Imhoff’s organization.
In the last couple of years, Cargill has brought all of its IT spend into global IT owned and managed service lines. Global financial data is pulled together to create a service-oriented bill of IT that has shifted conversations with the business to value vs. cost. Now, Apptio IT Planning is helping the team push accountability to business owners, promoting a focus on value creation and innovation instead of the cost of the IT bill. New efforts to plan and forecast in real-time are helping the team evolve from order takers to innovative leaders within the organization.