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Most organisations do not have a technology problem. They have a timing problem.
Technology is often brought into the conversation only after the strategy has been agreed, the acquisition signed, the operating model designed, the budget committed, or the deadline announced. Then the technology team is expected to make everything work.
In The Cost Centre in the Corner: Why Strategy Fails When Technology Enters Too Late, Henny Schlebusch challenges the enduring idea that technology is simply a support function or cost centre.
Drawing on more than two decades of leadership across financial services, telecommunications, logistics and security, he shows how separating business strategy from technology creates predictable consequences: failed transformations, costly integrations, security weaknesses, technical debt, operational fragility and strategies that cannot survive contact with reality.
This is not an argument that CIOs deserve a bigger seat at the table. It is an argument that organisations make better decisions when technology is considered before those decisions become difficult, expensive or impossible to reverse.
The book explores why sensible-looking cost reductions can create long-term risk, how technology debt becomes business debt, why late IT involvement undermines execution, and how CIOs can stop defending technology budgets and start shaping better business decisions.
Written for CEOs, CFOs, CIOs, executives and board members, The Cost Centre in the Corner is about changing the point at which technology enters the conversation.
Because when technology enters too late, an organisation can spend years paying for a decision that took minutes to make.
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The Cost Centre In The Corner: Why Strategy Fails When Technology Enters Too Late
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The Cost Centre In The Corner: Why Strategy Fails When Technology Enters Too Late
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THE COST CENTRE IN THE CORNER : Why Strategy Fails When Technology Enters Too Late
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Taschenbuch. Zustand: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Most organisations don't exclude technology deliberately. They simply decide first and consult later.By the time the technology team is asked to look at a plan, the date has been promised, the budget is set and senior careers are attached to the outcome. Questions that would have been useful six weeks earlier now sound like resistance. The commitment has hardened. The rework, the risk and the erosion of trust that follow are not accidents - they are the predictable cost of knowledge arriving after the decision.Henny Schlebusch calls this the Exclusion Loop, and shows why it repeats even in well-run companies staffed by capable people. Drawing on two decades of enterprise technology leadership across logistics, financial services and telecommunications, he sets out what it actually costs when strategy is set before technological reality is understood, and what leaders can do about it while options are still open.The Cost Centre in the Corner gives executives a working vocabulary for that problem. The Performance Ledger and the Exposure Ledger, and why reading one without the other produces confident, wrong decisions. The knowledge window, and how quickly it closes. Change Liquidity as a measure of how fast an organisation can safely move. The Decision Gate and the SCALE Trigger, applied before commitment rather than after. The book closes with a Decision Inclusion Protocol you can run against a live decision this quarter.For chief executives, boards, CIOs and anyone accountable for a decision technology will have to deliver. Bestandsnummer des Verkäufers 9781048343892
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THE COST CENTRE IN THE CORNER | Why Strategy Fails When Technology Enters Too Late
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Taschenbuch. Zustand: Neu. THE COST CENTRE IN THE CORNER | Why Strategy Fails When Technology Enters Too Late | Henny Schlebusch | Taschenbuch | Englisch | 2026 | Signal & Structure Press | EAN 9781048343892 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand. Bestandsnummer des Verkäufers 138176980
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