Network Computing is part of the Informa Tech Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

Technology ROI: The Siemens Formula

Discuss Join other NWC readers in discussing this article.
  • Does it fit Siemens' strategy? Siemens has two main priorities for its U.S. business: Act as "One Siemens" and improve the bottom line. Acting as One Siemens means leveraging our strengths across the enterprise and gaining economies of scale that let us operate more effectively and efficiently. Improving the bottom line means increasing profitability. Projects that don't have a direct impact on the bottom line are not considered vital.
  • How does the investment match the flow of savings, and how credible and concrete are the savings? Proposals with a short payback period and a high return on investment are more likely to be approved. Special focus is placed on the validity of the savings. IT professionals often focus on the less quantifiable benefits of their programs, such as time savings generated by faster access to the Internet and improvements in employee performance--enhancements that, while positive, do not necessarily save money. Savings need to be substantiated, explained in detail and signed off on by the individuals who are requesting the investment.

    • Lessons from the
      Field: Beyond ROI
    • Projects that Defy ROI
    • Technology ROI: The

      Siemens Formula

    Proposals showing cost avoidance as the only savings are questioned, because these ideas mean spending money to avoid increasing costs in the future. I have seen a lot of these projects over time, and very few were able to prove they stopped cost increases.

    A recent proposal that answered these questions well, and received funding and support, was for a project presented by HR and the CIO to build an online employee portal. The concept was to consolidate processes into one portal, generating greater economies of scale and creating a One Siemens approach to multiple services, such as purchasing and travel. A central site for purchasing would produce immediate savings derived from vendor discounts applied to large, consolidated orders. An online travel mechanism would reduce the number of calls to the travel agency, saving each operating company thousands of dollars per month. The portal also would give employees information regarding benefits and expense reporting, and give senior management a vehicle to communicate easily with employees. The portal would improve the bottom line by letting us shut down some systems.

    • 1