Top 10 Leadership Disciplines to Manage IT Costs | Extreme Compute


Digitalization costs are driving up technology budgets, both in terms of money and as a percentage of operating expenses. Whether it is on-premises or in the cloud, don’t just minimize IT expenditures; optimize them with insight, strategy, and creative solutions. These principles assist you in analyzing how you use your resources so that you may make informed judgments about how and where you spend your money.

10 Principles to help you with your Strategic Cost-Cutting Goals

1) Cost Allocation based on estimation rather than actuals 

Organizations should prefer estimation in various allocations before waiting it out for actuals because cost allocation based on estimates and averages is less time-consuming, less expensive, and easier to manage than cost allocation based on actual expenditures. For the most part, a basic cost model with acceptable detail and transparency will suffice in managing your costs.

2) Find the true value of the total cost of ownership

The costs which are in the forefront may not necessarily encapsulate all costs incurred for a project. The price of a deliverable is substantially more than the license or platform’s initial purchase price. Programs, services, and consumables must include all expenses throughout their life cycle in order to make informed business decisions.

3) Valuate how much has already been spent 

Know where you are standing financially with a project. The only genuine method to understand where the money goes is to look at cash flow; cash out the door informs you how much you’ve actually spent. When more projects with high priority show up, cash preservation may be more vital than expense minimization.

4) Don’t cut costs of assets with hidden benefits 

When breaking the cost structure to stakeholders, often you have to bifurcate all the items purchased. In this case, the value and impact of costs reported at the incorrect level (IT parts and raw materials/asset class) are not comprehended. Those expenses become a cost-cutting target. Requests from the business to decrease IT costs on a regular basis usually signal that the value of the expenditure is not understood and not considered immaterial. 

5) Accept and monetize risk 

No matter where you put your money, there are always risks bound to address. Decisions about cost management that are based on risk determine any dependencies that may have an influence on your priorities and investments. Draft the risks and accept them to work on them. 

6) Optimizing isn’t about reducing costs

In contrary to usual techniques, spending a specific lesser amount or a percentage of sales does not optimize IT expenditures. It makes no difference how small or big your budget is; the goal of optimization is to get the most output for your money. Saving money does not always imply optimization. 

7) Avoid cost overruns for re-investing 

Continuously monitor your spending and with aid from historic costs, put an end to cost overruns when you see a similar pattern. To ensure that operating expenses do not rise and cash can be reinvested in growth prospects, IT must consistently increase efficiencies and productivity. 

8) Don’t engage in reactive cost-cutting 

Always take a further step when narrowing down the cause of a problem. Because cost-cutting that is unstructured or reactive is neither durable nor planned. Employee morale, future investments, or unforeseen business repercussions are frequently sacrificed as a result of reactive cost-cutting which is taken in an unorganized manner. 

9) Provide value outcome to your management model

Be clear and concise as to what your efforts will later turn out to be. Cost-cutting or investment decisions that are made without a quantifiable business impact assessment that is communicated with relevant business stakeholders frequently fail to produce substantial value. IT should be in the process of helping the company achieve its goal and objectives, which also includes laying out a clear roadmap.

10) Managing costs should always be an ongoing task

Finally, managing costs shouldn’t be a last-minute check or a once in a while inspection, it is part and parcel of your business management process. Managing expenses, reviewing spend programmatically, optimizing assets, and proactively investing in value will necessitate a cultural shift with accompanying structure and performance. Nurture your processes that will become standards for all future cases.

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