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CFO : an Action Plan for IT
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Posted by CFO
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mardi, 18 mai 2010 |
 CFOs who oversee technology should have no fear: a methodical, top-down management approach can produce strong results. When a CFO assumes oversight of IT, it may be cause for congratulations — and condolences. Information technology is often an underleveraged asset, and a leader who can tap its full potential will make a major contribution to the business. On the other hand, such an advance is sure to entail headaches and frustration.
Despite the complexities, CFOs seem to welcome the role. "It surprises me how much CFOs are interested in technology and eager to get involved," says Gartner analyst Barbara Gomolski, who specializes in IT finance. "I haven't encountered many who are asked to take on IT and dread it."
But Stephanie Hauge, president of the Financial Women's Association and a former divisional CFO who also acted in a chief information officer role for AT&T, warns that finance executives not well versed in technology can be "hoodwinked" by IT leaders bent on building or buying systems that don't deliver suitable return on investment. "Working with the latest technology is part of what keeps them motivated," she says. "If you're not knowledgeable, it's easy to be trapped by the lingo and their passion."
That raises the thorny question of just how down in the weeds a CFO needs to get. If a CIO claims 50 people are needed to support a new enterprise-resource-planning project, for example, does a CFO need to provide a solid counterargument as to why 20 will suffice? Most experts say no, and that the most important thing is to know enough to ask intelligent questions and provide guidance (...)
Read more on CFO.com
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