BrandPost: The CIO’s Guide to Business Spend Management: A Crash Course

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As CIOs get down to deciding which projects are most important and most urgent, a common question arises: “How do we avoid speculative or unproven technologies?”

Today, budgets are in flux. Operations are in limbo. Some of yesterday’s long-planned investments are now out of the question, and there’s a greater need to curtail spending and risk. Yet CIOs still find the speculation question difficult to answer because to resolve it, they’d have to know what their organization spends money on, across its many siloed business units and departments—and many still don’t.

The financial story of how an organization purchases technology and services often requires a detective to piece together. The same goes for its risk profile. The primary components are fragmented across dozens of core systems and workflows, as well as thousands of suppliers.

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