CHAPTER EIGHT
IT PRIORITIES
Wednesday, May 2, 1:30 PM . . .
Once again, Barton found himself meeting with Gary Geisler. The most recent leadership team meeting had included a discussion of the company’s approach to allocating resources and maximizing return. Each department, the team had decided, would assess its current approach to resource allocation and propose improvements to increase return on investment. In IT, this meant understanding and improving processes for figuring out which projects deserved investment—which required that Barton again dive into the numbers with Geisler.
But Barton had something else on his mind as the meeting began. He’d just come from lunch with Paul Fenton, whose large and important Infrastructure and Operations ...
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