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By Jiang M.

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The reason why no one is minding the store to ensure an overall desirable outcome from a BU or company perspective is that the definition of a desirable outcome rarely exists in practice. It exists in theory, since all IT investments are supposed to generate business value, ROI or process improvement, but because there usually isn’t anyone responsible for obtaining and measuring it, it ultimately doesn’t exist. And the reason no one is responsible for it is because it is assumed to be enshrined in the business case in the form of the ROI which was used to launch the project.

E. one which can be used to not just approve a project, but also to withhold or cancel its funding if it is not living up to expectations. It’s like your teenager who asks you to buy him or her the latest fashion wear or consumer device, which they absolutely ‘gotta have’. As long as you’re doing the paying, they can always be counted on to apply the required ingenuity to come up with some sort of justification. g. the earnings from last summer’s job, then they will weigh the pros and cons and compare it to all the other things they absolutely ‘gotta have’.

If only on this basis we shouldn’t be comparing consumer IT and corporate IT. Secondly, the commercial business model used by consumer IT is built on a solid foundation of a few centuries and is working pretty well, while the same cannot be said of the IT business model, which is barely 50 years old. At the end of the day, therefore, it is none of the above. Rather, it is the logical result of a poor business model, supported by the twin pillars of an unworkable client–vendor relationship, which assumes that building systems is like building houses, and a pricing mechanism (or lack thereof), which can only be described as an economic aberration.

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