In the preceding chapters, I have attempted to set forth the basic principles required to run IT like a business by drawing on lessons we learned at Accenture over the past decade, as we worked to transform our own IT operation. Along the way, we have talked about IT strategy and governance, managed services, and performance metrics, among other topics.

By now, a reader will quite rightly want to know how all this learning at Accenture translated into actual performance. You might be thinking, “What results did you actually achieve when you ran IT like a business?” In this chapter, I will endeavor to answer that question.

Our corporate heritage

When we at Accenture began building what we think of as a high-performance ...

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