Beyond Bells & Whistles: Helping CEOs Out
Prince, C. J., Chief Executive (U.S.)
An interview with Karen Saunders, Partner in the Assurance Practice at KPMG.
When CEOs were asked, as part of a KPMG-Computerworld survey a little over a year ago, where they thought executive control over IT would ideally reside in the future, 60 percent said with senior business executives. A smaller 25 percent nominated the CIO/IT leader and 15 percent pointed to the CFO/COO.
Even more so today; far from the scenario of CEOs rushing to sign off on expensive IT projects, motivated primarily by the terror of being late the party, business chiefs are asking more questions than ever before about the relationship between potential IT projects and their value-add to the bottom line. So inquisitive are these CEOs that KPMG found a gap in the marketplace for a product they call Rapid Business Value Analysis, a tool (still in pilot phase) used to evaluate a proposed technology-inside of 30 days-within the larger context of the company's business objectives, so that the company winds up with a business tool and not a bell or whistle.
How does this tool work? What's a practical example?
Our tool focuses on those areas of a company that will most be impacted by a technology decision-in terms of their processes, how those fit in with the company's overall objective, how they impact the bottom line. By looking at it that way, and presenting an analysis as more of a business case scenario, companies can look at how it impacts the bottom line. …