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CIOs and IT Departments: Profit Centre or Profit Center?

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In business, an operating unit is either making money or it’s detracting from a company’s profits. In simple terms, it’s the difference between a profit center and a cost center.

IT Departments worldwide face the difficult task of demonstrating the ROI that they provide to their parent companies.

IT Departments provide essential support services to other departments within a company, however; these contributions are often not easily quantified into revenue.

Most IT departments traditionally function as cost centers, a business model in which funds are invested but an obvious return on investment is not easily visible.

There’s an increasing need to transform IT Departments into a revenue contributing business. The impact of IT on business is deep, pervasive, and growing.

We literally can’t separate IT and general business. The better any company exploits technology, the better they are at their jobs, knowing customers, working with partners, capturing markets, growing profits.

IT is being called on to transform business, and to do so IT must transform itself, too.

As the developing markets e.g. Nigeria matures, executives becomes wiser and sees the need to focus more on their core business.

And these we have seen with decreasing IT budgets, or outright outsourcing of all IT function. We can broadly say that enterprise in Africa are at a cross-road and are facing typical business challenges – which are changing the way IT function is organized.

Then Role of CIO is also changing – with the change in the IT requirements and model of IT engagements.  IT is getting more and more aligned to business functions – and is seen as a critical enabler for conducting operations.

Traditionally enterprises in the Africa have taken a CAPEX centric approach, – however they now starting to realize the need for and benefits of – OPEX based models.

What this means is that organizations are looking at means to improve ways in which business is conducted.

This may be true for all functions within an organization like Supply Chain, sales and marketing etc.

In the current context of business transformation, including IT departments, CIOs need to innovate in order to stay relevant. Based on survey amongst CIO in the West Africa region, the top priorities for CIOs and IT Managers are getting executive buy-in and support for strategic/innovative IT projects; obtaining budgets for IT investments and managing growing expectations and service needs. I strongly believe CIOs can take advantage of these challenges to re-invent themselves and be seen differently by the business. CIOs need to more from IT productivity to business productivity.

IDC had in different forum highlight the advent of disruptive technology with the 3rd Platform: Cloud, Mobility, Big Data & Analytics and Social technologies had impacted the way IT is consumed. This in itself provides both opportunity and a threat to CIOs and their IT Departments.

An opportunity, if the CIO takes advantage of these to reinvent his IT department by showing value beyond that been seen as a cost center to becoming a profit center.

And the 3rd platform could be a threat if The CIO does nothing other than “keeping lights on” and just maintaining IT systems. Some CIOs can hardly leverage IT to unlock real value and profit, and as a result, most businesses treat IT as a cost center, because that is what it is to them. CIOs need to take advantage of exploits in technology, knowing the business, knowing the business’ customers, working with partners and to growing profits, thereby maintaining their relevance to the organisation.

Already a new class of strategic IT organization is emerging, one that uses the business of the 3rd Platform in cloud, mobile, mixed-sourcing, strategic souring, and e-commerce as core components by delivering business services even better and cheaper than some IT departments.

How Can CIOs transform their IT Departments from a Cost Center to a Profit Center?
The process of transforming a cost center to a profit center is not a simple one, but it’s very achievable.

The first step in transitioning to a profit center is performing a gap analysis. IT leaders should take stock of what they really need to transit, that is, judge what the current position is and decide on the eventual goal of the department.

IT leaders must be certain to ensure that they identify and assess all barriers to transforming the IT department as well as discover what variety of the profit center model is most suitable to the company. Questions that could be asked during the gap analysis are the following:
•    Is there a market or how can I create a market for the IT department to sell identified services to external companies?
•    Do I have resources or partnerships to evolve the transition? 
•    Do O I have a sellable transition business plan to the business?

Take a stock of your IT investments in Licenses or infrastructure, there is a service you probably can compartmentalize and extend to provide and sell to small businesses?

CIOs and IT Managers may also consider a “Charge Back” model to internal sister departments within the corporate depending on the size and structure of the parent company.

A charge back method would strive to frame and describe the means in which an IT department’s sister departments can compensate IT for “extra” or “additional” or “add-on” services delivered e.g. Bring Your Own Device (BYOD) implementation for enterprise mobility.

Creating a charge back method requires participation from all of IT’s internal business partners. Developing a compensation or charge back has the potential to be politically explosive within a corporate, but the benefit to IT is that it can help dispel the notion that it is a cost center by enabling IT to prove that it can generate obvious revenue or at lease save significant cost by regulating technology consumption.

By charging internal business partners for IT services, IT would be able to clearly show the benefits their services provide. For bigger corporation where departments are responsible for their own IT budgets, IT departments need to determine competitive differentiation in delivering its services. Competitive differentiation in this context means that IT should realize that they are not guaranteed to win all contracts put up for bid by internal departments.

IT departments must ensure that they are competitive with their outside competition and must display this competitive advantage by completing projects in an efficient and timely manner.

It is important to know that transforming IT departments from cost center to profit center is a new paradigm that is essential because of the way technology usage is changing. While it may not be popular now does not mean it’s not worth considering.

One phenomenon that we already see putting threat on the job and relevance of CIOs and IT Departments is Business Process Outsourcing (BPO). It’s gradually permeating the IT space as well. Locally, we’ve seen where a whole IT department is outsourced.

You may argue that that is on bigger scale and only big companies can possibly do that. The truth is that when Cloud Computing is at its best, and regulations permit, small and mid-size companies may decide access ERP, CRM services from the cloud on a subscription basis and move from CAPEX to OPEX model as far IT is concerned.

Ten years ago, CIOUpdate.com columnist Sourabh Hajela states that “IT cannot work as a profit center because it fails to meet the requirements for a department to function as a profit center because of the following reasons:
•    Revenues and costs: Accurately quantifying revenues and costs.
•    Market: A focus on customer relationships that are generating higher profits and either discontinue or deemphasize those that aren’t.
•    Product Mix: The creation of a portfolio of products and services driven by market demand.
•    Product pricing: Price products and services to maximize profits.
•    Timing: It is often said that, in business, timing is everything. Profit centers are profitable when they can quickly respond to a market opportunity.”

Mr. Hajela general surmises that IT departments cannot work as profit centers because of its close alignment with other business departments. “An ITO cannot work as a profit center because it has a captive relationship with its “customers,” 

I am sure this suggestion by Mr. Hajela has been over shadowed by the advent of the disruptive technology in the 3rd Platform and the emergence of new models and options for businesses to consume.

In a short while, there will be an increasing pressure to transform IT Departments into a business, a revenue generating entity. CIOs should be prepared to answer the question, what kind of transformation makes the most sense for my business?

I’ll close this article with a quote from Charles Darwin that “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

Bola Adisa
Email: [email protected]
Phone: 07061547518


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Nigeria CommunicationsWeek believes that technology makes life more exciting and helps improve the lives of people around Nigeria and indeed the world. So since 2007, we have devoted our energy to independent reportage of technology and how they affect lives.

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Verra Certifies d.light’s Clean Cookstove Projects in Sub-Saharan Africa

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A series of pioneering projects by d.light, the global provider of transformational household products and affordable finance for low-income households, to distribute 600,000 energy-efficient clean cookstoves in Kenya, Nigeria, and Uganda have been officially certified by global verification body Verra.

This certification confirms the d.light projects as trusted, verified sources of high-quality carbon credits in the voluntary carbon markets (VCMs).

The d.light projects aim to simultaneously reduce carbon emissions, tackle indoor air pollution, and reduce deforestation through the sale of highly efficient biomass cookstoves subsidized by the revenues from the sale of carbon credits.

Since their launch in late 2022, the projects have positively impacted more than one million lives and are projected to transform more than three million lives by 2025.

Commenting on the news, Karl Skare, d.light’s Chief Product and Strategy Officer, emphasized the projects’ positive impact, “With these projects, we’re not just addressing environmental concerns but also enhancing quality of life for millions.

“Each project underscores d.light’s commitment to practical, innovative solutions that address both environmental and social challenges, as part of our mission to transform the lives of one billion people by 2030.”

Each year, domestic cooking emissions contribute more than two percent of total global GHG emissions and up to 25 percent of anthropogenic black carbon emissions.

Highly energy-efficient cookstoves solve this problem by reducing biomass use by up to 70 percent compared to traditional cooking methods, cutting emissions of both carbon dioxide and black carbon.

The d.light projects are expected to reduce emissions by up to 12 million tons, contributing to climate change mitigation. These emissions reductions will be registered as carbon credits in the voluntary carbon market.

As well as reducing emissions, clean cookstoves are also a benefit to public health. According to the World Health Organisation, exposure to smoke from cooking fires causes an estimated 3.2 million premature deaths worldwide each year and is still one of the predominant causes of pollution-related illness and death in Africa.

In Uganda, for example, less than one percent of the population has access to clean cooking, household air pollution is the one of the largest risk factors for death and disability.

In addition, switching from traditional three-stone open fires to cleaner, energy-efficient cookstoves significantly reduces deforestation and reduces threats to wildlife and biodiversity caused by habitat loss.

Skare explained, “By subsidizing energy-efficient cookstove costs through carbon financing, d.light makes clean cooking accessible to more households, which in turn leads to healthier living conditions and conserves natural resources as well.

“Our projects in Kenya, Nigeria and Uganda are models of how sustainable investments can yield multiple co-benefits, aligning with global efforts to combat climate change and also promoting socio-economic development.

Skare added, “d.light now has projects certified by both Gold Standard and Verra, the world’s two leading certifiers of carbon credits. Organizations looking for ways to offset their own emissions can be confident that when they purchase carbon credits in d.light’s clean cooking projects in sub-Saharan Africa, they are investing in transformative initiatives that reduce harmful emissions, improve people’s health and quality of life, and help conserve the environment as well.”

 


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Remedial Health Unveils New App with Digital POS to power operations for Africa’s Neighbourhood Pharmacies

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Remedial Health, a health tech startup that develops solutions to make Africa’s pharmaceutical value chain more efficient has unveiled an updated version of its customer-facing app, designed to function as an operating system for neighbourhood pharmacies and Proprietary Patent Medicine Vendors (PPMVs) across the continent.

The new app comes with a digital POS terminal to support payment collection, virtual business accounts to receive payments, an in-built barcode scanner feature for recording product sales and store-switch functionality to enable the seamless management of multiple stores, as well as inventory management solutions for restocking and easily identifying short-dated products.

The app also offers comprehensive financial reporting to manage profit and loss, and data analytics to inform decision making.

Despite accounting for 85 per cent of retail medicines sold in Africa’s pharmaceutical industry (projected to reach $70 billion market size by 2030), the absence of bespoke digital tools to manage their unique sales and inventory management needs means neighbourhood pharmacies and Proprietary patent Medicine Vendors (PPMVs) are unable to run their operations as effectively and profitably as possible.

At the same time, the reliance on paper-based inventory and sales management processes means manufacturers have limited empirical insights into customer behaviour to inform their decisions on production and distribution.

The new Remedial Health app has been designed specifically for healthcare businesses in Africa, with tailored features that have been designed to support effective decision making to drive business growth and profitability.

Starting in Nigeria, healthcare businesses can access vetted medicines, and manage their sales and inventory on one easy-to-use platform, freeing up time and capacity to effectively serve their customers and communities.

The app also enables Remedial Health to provide consolidated, real-time data on market behaviour to manufacturers for increased profitability and better decision-making across the value chain.

According to Samuel Okwuada, CEO, and co-founder of Remedial Health, “Neighbourhood pharmacies and PPMVs represent the frontline of healthcare delivery in Africa but they have historically been left to their own devices to figure out how to be efficient and profitable.

“Our mission is to empower these essential service providers with the tools they need to manage day-to-day operations and seamlessly run their practices effectively. We spent a lot of time interacting with our customers in the process of delivering this product and the feedback has been great.

“We are excited by the opportunity to get the app into the hands of pharmacies and PPMVs across the country to support their ongoing success, as well as the health and wellbeing of the nation”.

In 2023, Remedial Health sold more than 300 million individual packs of medicines to 7,500 hospitals, neighbourhood pharmacies and PPMVs across all 36 states of Nigeria.

Its customers also improved their profits by 30 per cent on average, with access to more than 8,000 vetted products at the same, or better than, open-air medicine market prices.

They can also access same-day delivery and leverage inventory financing to minimise cash-flow friction for routine orders and maximise sales opportunities.


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EnterpriseNGR Expands Financial Centres to Three African Countries

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EnterpriseNGR has signed a Memorandum of Understanding to set up the Africa Roundtable of Financial Centres – a chapter of the World Alliance of International Financial Centres, in Mauritius, Morocco and Rwanda.

The MoU, signed recently in Mauritius, brought together EnterpriseNGR, the Economic Development Board of Mauritius, Casablanca Finance City Authority, and Rwanda Finance Limited to foster collaboration, promote investment opportunities, and drive sustainable development within the financial centres of its member countries and Africa at large.ort the exchange of best practices between members, enhance visibility regionally

A statement from EnterpriseNGR said that it was joining forces with the three countries to specifically pursue five key objectives.

These objectives include “Jointly strengthen the competitiveness of financial centres in Africa. Collaborate through projects, research papers, communiques, and events to position the African Continent, demonstrate the myriad of investment opportunities, and showcase the role that financial centres play within the African Continent.

“Conduct joint initiatives to supp and internationally, and provide African financial centres with a unified voice regionally and internationally.

“Facilitate the development of dialogue with major financial centres outside the African Continent and build communication channels with African institutions, including regulators and policymakers, as well as African financial services industry associations, and advocate for regulatory coordination amongst members of the Africa Roundtable to promote cross-border investments and financial services.”

Commenting on this collaboration, the Chairperson of the Africa Roundtable, Mr Ken Poonoosamy, said, “The signing of the Memorandum of Understanding for the Africa Roundtable of the WAIFC represents a pivotal stride in fostering synergy among financial hubs within the African sphere, with the shared objective of catalysing economic advancement across the continent.”

Ms Obi Ibekwe, the Chief Executive Officer of EnterpriseNGR, represented by the Director of Policy & Public Affairs, Mr Lami Adekola, expressed her excitement over the development.

She said, “It is a historic achievement, and EnterpriseNGR fully endorses the Africa Roundtable of the WAIFC and is excited for the immense opportunities it represents for Nigeria and the African continent. Our collaboration with the four African countries promises to bolster financial competitiveness on the Continent and amplify Africa’s global presence.

We will leverage this Roundtable to unlock the full potential of African financial centres to drive prosperity and development for our nations and beyond.”

EnterpriseNGR became a member of WAIFC in 2023 during the WAIFC board meeting hosted by TheCityUK in London.

The MoU, which was signed recently in Mauritius, brought together EnterpriseNGR, the Economic Development Board of Mauritius, Casablanca Finance City Authority, and Rwanda Finance Limited, to foster collaboration, promote investment opportunities, and drive sustainable development within the financial centres of its member countries.

A statement from EnterpriseNGR said that it was joining forces with the three countries to pursue five key objectives.

According to the group, these objectives include “jointly strengthen the competitiveness of financial centres in Africa. Collaborate through projects, research papers, communiques, and events to position the African continent, demonstrate the myriad of investment opportunities, and showcase the role that financial centres play within the African continent”.

It added that it would enable it to “Conduct joint initiatives to support the exchange of best practices between members, enhance visibility regionally and internationally, and to provide African financial centres with a unified voice regionally and internationally.

Facilitate the development of dialogue with major financial centres outside the African Continent and build communication channels with African institutions, including regulators and policymakers, as well as African financial services industry associations, and advocate for regulatory coordination amongst members of the Africa Roundtable to promote cross-border investments and financial services”.

Commenting on the collaboration, the Chairperson of the Africa Roundtable, Mr Ken Poonoosamy, asserted, “The signing of the Memorandum of Understanding for the Africa Roundtable of the WAIFC represents a pivotal stride in fostering synergy among financial hubs within the African sphere, with the shared objective of catalysing economic advancement across the continent.”

Ms Obi Ibekwe, the Chief Executive Officer of EnterpriseNGR, represented by the Director of Policy & Public Affairs, Mr Lami Adekola, expressed her excitement over the development.

She stated, “It is a historic achievement, and EnterpriseNGR fully endorses the Africa Roundtable of the WAIFC and is excited for the immense opportunities it represents for Nigeria and the African continent.

“Our collaboration with the four African countries promises to bolster financial competitiveness on the Continent and amplify Africa’s global presence. We will leverage this Roundtable to unlock the full potential of African financial centres to drive prosperity and development for our nations and beyond.”


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