Cost Center Marketing Technology 
Harvard Business Review
JULY 16, 2014
Recently I’ve been having a very hard time talking to students, executives, and business leaders about information technology. In too many companies, IT leaders, relegated to their cost centers, are subordinate to other C-level executives. With the cloud, business units can take responsibility for their own technology.
Harvard Business Review
DECEMBER 6, 2016
As marketing continues to shift and improve, we’ve come to rely on IT to provide expertise on current technology and, perhaps more importantly, to provide a road map that shows where technology will lead, where integration is critical, and how to make the best use of increasingly sophisticated tools.
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Harvard Business Review
FEBRUARY 8, 2018
Theories and practices of management often spring from the opportunities created by new technologies. Client-server technology begat enterprise resource planning systems, and the consequent system-wide visibility that was required for what we call business process management (BPM). How it effects product design and customer experience.
Harvard Business Review
SEPTEMBER 13, 2012
An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.
Harvard Business Review
OCTOBER 12, 2011
It helps students see that Kodak did not understand or invest in the digital technologies that were to sweep away its business, a failure usually attributed to incumbent executive myopia. IT was viewed as noncore, a cost to be outsourced like janitorial services and security. So it had no voice.
Harvard Business Review
JUNE 26, 2013
Carr predicted that an organization''s ability to compete through investing in information technology was about to change dramatically. The IT boom of the 1980s and early ''90s had brought information technology to the corporate masses, unleashing the first full-scale technology revolution in the enterprise. Why is this?
Harvard Business Review
FEBRUARY 9, 2011
We call these people Cost Center Consumers, and they come in two flavors. Divas: These are high maintenance consumers who drive costs up after purchase. They tie up your call centers, incur costly returns, and generate other costs that occur below the gross margin line, which is harder to see.
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