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Develop a Flexible IT Funding Model

Unlock the right funding for the right initiative at the right time.

  • IT is locked into an inflexible funding model that prohibits it from delivering the best value to the organization. Traditional funding models find their genesis in capital-intensive industries where projects are multi-year, and so the funding requirements don’t change often. As per an Info-Tech survey, 96% of organizations still follow an annual funding decision cycle, while many have transitioned to some form of Agile.
  • For many organizations, a time-constrained, fixed funding amount is often tied to a specific project far in advance of that project starting, leading to situations where requirements have changed before funding is used, rendering the budget irrelevant.
  • Moreover, in high inflationary environments when the cost associated with the hardware, software, and skillset changes dramatically, funds allocated six months ago don’t give the flexibility of required maneuvering.

Our Advice

Critical Insight

  • Many IT leaders don’t challenge the traditional IT funding models because they themselves are not aware of the possibilities around funding models.
  • In addition, most CFOs and business leaders understand the business value when it is tangible, but they find it difficult to appreciate the full cost and value of IT assets, which are intangible. So, when IT leaders don’t communicate the value of IT in the business language, it leads to under-appreciation of the IT costs and value.
  • Even though IT departments have tried to change by aligning with business, adopting delivery models to various flavors of Agile, and moving to hybrid infrastructure, CIOs are still decision-takers when it comes to funding their organizationally aligned objectives.

Impact and Result

  • Applying one funding model to different scenarios is bound to create inflexibility. A flexible funding model can be a framework-driven hybrid model aligned to the business objectives and the nature of business initiatives.
  • It is important to appreciate that the CFO's work is to ensure the organization gets the highest return on its investments (ROI). According to the PMI survey, 27% of investments failed to meet their original goals. So, CIOs need to demonstrate IT’s value in financial/business terms.
  • To make the transition to a flexible funding model, IT leaders need to shed the tag of being decision-takers. They need to master the organization’s existing funding model, align the IT strategy with the organization strategy, and communicate the value of IT to their peers.

Develop a Flexible IT Funding Model Research & Tools

1. Develop Flexible IT Funding Model – Unlock the right funding for the right initiative at the right time through a flexible IT funding model created by pulling one to ten flexibility levers.

While IT has undergone a significant transformation in value delivery by adopting an incremental approach, many organizations still rely on outdated, inflexible funding practices to support their IT initiatives.

This blueprint aims to assist Chief Information and Digital Officers (CIOs / CDOs) in exploring the various options available, enabling them to select the one that aligns best with their organization's requirements, and subsequently facilitating alignment with other stakeholders.

2. IT Funding Model Workbook – The set of tools and templates used in the activities that are part of this blueprint. Various sheets of this spreadsheet workbook may have been linked through references, wherever required.

The set of tools and templates used in the activities that are part of this blueprint. Various sheets of this spreadsheet workbook may have been linked through references, wherever required.

3. IT Funding Model Statement of Intention – Demonstrate the need for a flexible IT funding model in alignment with organization and IT strategy and articulate how to achieve and sustain it.

This presentation template uses sample data from "Acme Corp" to demonstrate an ideal IT strategy. Use this template to document your final strategy outputs including executive-facing business alignment and strategy highlights, key initiatives and summaries, strategic roadmap, budget proposal, IT goals and operating model, functional project roadmaps, and year-in-review data to highlight IT success stories.

4. Funding Model On a Page – A single-slide template to summarize a flexible IT funding model to communicate with a wider set of stakeholders in digital and physical form.

A deliverable template to summarize a flexible IT funding model to communicate with a wider set of stakeholders in digital and physical form.

5. IT Finance and Funding Model Taxonomy – help users get accustomed to the key terms and phrases used in this blueprint.

The taxonomy file comprises terms, definitions, examples, and case studies related to IT Funding Model and IT Finance Management disciplines. Many of them are directly referred to in this blueprint, others are required to understand the context.


Develop a Flexible IT Funding Model

Unlock the right funding for the right initiative at the right time.

Executive summary

Your Challenge

Common Obstacles

Info-Tech’s Approach

IT is often locked into an inflexible funding model that prohibits it from delivering value to the organization. An Info-Tech survey1 found that 96% of organizations still follow an annual funding decision cycle.

For many organizations, funding amounts are often tied to a specific project so far in advance that the budget number is rendered irrelevant by the time the project launches.

In high-inflation environments, even funds allocated as recently as six months ago don’t afford the flexibility needed to keep pace with changing conditions.

Most CFOs and business leaders readily grasp business value when it’s tangible but find it difficult to appreciate the full cost and value of intangible IT assets, a situation exacerbated by IT leaders not communicating in a language business understands.

Many IT leaders don’t challenge traditional IT funding models because they themselves aren’t aware of the possibilities.

Even though IT has tried to align with the business, adopt agile delivery models, and move to hybrid infrastructure, CIOs are still decision makers where funding is concerned.

Applying one funding model to diverse scenarios is bound to create inflexibility. A flexible funding model should be a framework-driven hybrid aligned to business objectives and nature of business initiatives.

To make the transition to a flexible funding model, IT leaders need to:

  • Shed the label of decision taker.
  • Master the organization’s existing funding model.
  • Align IT’s strategy with the organization’s strategy.
  • Communicate the value of IT to their peers.

Info-Tech Insight

An organization-aligned IT funding model not only funds the creation of IT assets and services, but also influences organizational culture and stakeholder behavior. When flexibility levers are known and applied, a flexible IT funding model is created that can drive agile culture and promote a growth mindset among the stakeholders.

1 Source: Info-Tech Research Group, "Develop a Flexible IT Funding Model Survey," n= 49, 2023.

Analyst perspective

An IT funding model is a string that connects the kite of IT value with organizational realities on the ground. While the strength of the string helps control the kite, it is the flexibility within the string that enables the kite to reach new heights.

Manish Jain

Incredible advancements in technology over the past three decades have fundamentally reshaped IT’s role in organizations from being perceived merely as a means to an end to a way of reimagining the end itself. While IT has undergone a significant transformation in value delivery by adopting an incremental approach, many organizations still rely on outdated, inflexible funding practices to support their IT initiatives.

These conventional funding models, rooted in asset-heavy industries and a fixed mindset, struggle to keep pace with the rapid changes and inherent unpredictability of technology. Consequently, a pressing need has arisen to identify and adopt a funding model that is both right and flexible in order to support an organization's IT initiatives of delivering strategic value.

This blueprint aims to assist Chief Information Officers and Chief Digital Officers in exploring the various IT funding options available, enabling them to select the one that aligns best with their organization's requirements and facilitating alignment with their stakeholders.

Manish Jain
Principal Research Director
Info-Tech Research Group

Measure the success of this blueprint and the new IT funding model

Organizational Outcome

Suggested Metrics

Impact

IT funding acquired from alternate sources other than the organization’s retained earnings/cashflows.

% of IT costs funded from alternate funding sources approved by organizational policies.

More flexible funding with multiple funding sources.

Make IT business projects jointly sponsored/owned by IT and the business i.e. governed by IT but funded by non-IT departments.

% of OpEx on IT projects coming from non-IT business department’s budget.

X% decrease in IT department’s OpEx.

Funding coverage for all critical IT initiatives.

% of funding required for critical initiatives available.

Increased ability to flexibly reallocate funds based on business conditions.

Increased IT cost awareness amongst business stakeholders.

% of all employees, IT and non-IT, trained on IT cost unit economics (storage, processing, network) and efficiency efforts.

Reduction in unnecessary consumption of IT resources.

Reduced shadow IT projects for better synergy between IT projects.

% of all IT projects in the organization governed by IT teams or jointly with business and IT.

Increase number of IT projects governed by IT teams.

Reduced budget approval iterations.

Number of proposals required before approval.

Time saved for IT and Finance leaders in budget approval.

How well you define an IT funding model determines how well it serves your needs

Look beyond just a few funding sources….

The image contains a screenshot of the IT Funding Model.

Info-Tech Insight

Funding is about acquiring and aligning financial resources – internally or externally – with the value initiative. In addition to securing the necessary funds and matching cash flow, it takes organizational strategy to execute.

An IT funding model is a part of the organizational ecosystem that aims to drive the most efficient and mutually aligned flow of funds and IT-generated business value across a network of stakeholders and end users.

What is flexibility in an IT funding model?

Having options and the ability to exercise them.

The image contains a screenshot of the IT Funding Model, with the addition of flexibility.

Info-Tech Insight

“A flexible funding model is not just about identifying new sources of funding to pay for IT capabilities and initiatives, but challenging the status-quo within your organization as to how funds are actually used to drive business agility, velocity, and value. “

– Dave Kish, Practice Lead, IT Financial Management Practice, Info-Tech Research Group

A flexible IT funding model can be defined as an IT funding model that has inherent alignment with organizational objectives and key results (OKRs) and the flexibility to move funding more frequently based on a pre-determined set of criteria or a framework that serves to preserve that alignment.

The difference between funding, financing, forecasting, and budgeting

Concept Definition Purpose Methods Timeframe
Financing Acquiring funds or capital through loans or credit from financial institutions or investors at some cost of capital due externally. To invest in a project, purchase assets, or meet financial obligations. Debt (loans, credit), equity financing, venture capital, personal funds, crowdfunding. Short to long term.
Funding Acquiring, provisioning, and aligning financial resources to support projects, initiatives, or operations without externally levied cost of capital directly to the funding beneficiary. To acquire necessary resources to initiate or sustain activities, projects, or operations. Retained earnings, donations, government or private grants, personal funds, crowdfunding. Short to medium term.
Forecasting Process of estimating or predicting future financial requirements or outcomes based on past performance and current trends. To anticipate revenue, expenses, and cash flow. Statistical modeling, data analysis, market research. Medium to long term.
Budgeting Process of allocating and managing the financial resources an organization already possesses. To prioritize expenses, control costs, and ensure that the organization operates within its means. Setting financial goals, estimating income and expenses, deciding how funds will be distributed. Short to medium term.

Info-Tech Insight

The key difference between funding and financing is the cost of capital. Providers of financing (e.g. equity, debt) expect a return in the form of a direct financial payout.

On the other hand,' providers of funding (grants, donations, internal budgets)' expect returns in the more indirect form of growth, cost savings, or innovation.

However, often the terms are used interchangeably.

The way IT is funded impacts an organization’s overall IT maturity…

The image contains a screenshot of the IT Funding Model Journey.

Info-Tech Insight

Most organizations at Unstable or Firefighter maturity levels tend to use traditional funding models where IT is decision taker.

On the opposite end of the spectrum, Innovators maintain high IT maturity by adopting flexible IT funding models that mold to different situations and expectations from the business.

…but it also evolves alongside IT maturity

Unstable

No awareness of cost and funding models.

Firefighter

Some cost awareness but no understanding of funding model options and flexibility.

Trusted Operator

Cost awareness and some cost accountability, but limited funding flexibility.

Business Partner

High cost awareness and' accountability through cost sharing, and significant funding flexibility.

Innovator

High accountability to cost and results leading to cost recovery, cost optimization, and new funding sources, resulting in the most flexible funding model.

  • No service levels are provided. Pricing of services is not at all considered.
  • IT costs are not known. Usage and consumption information is not required.
  • No invoicing or communication of costs.
  • IT’s role and perceived value are very low in the organization’s strategy.
  • Service levels are offered on an ad hoc basis. No pricing of services.
  • Overall IT costs are known and breakdowns are estimated. Detailed usage/consumption information is not available.
  • Invoicing is either non-existent or done on an ad hoc basis.
  • The IT strategy is non-existent, and the funding model is only about budget allocation and tracking.
  • Service levels are offered on ad hoc basis. No pricing of services.
  • Actual IT costs known. Estimated usage/consumption levels. Departmental breakdowns are available.
  • The IT funding model is yet to be aligned with the IT operating model and IT strategy.
  • Service levels are defined and provided. IT prices services in IT technical terms.
  • Overall IT costs are known. User/department-level consumption data is available.
  • Invoices and/or allocation of expenses are generated for business units.
  • The IT funding model is aligned with the IT operating model to deliver on the organization’s strategic objectives and key results (OKRs).
  • Service levels are defined and provided. IT prices services in terms the business understands and can manage.
  • Overall IT costs are known. User/departmental level consumption data is available.
  • Invoices and/or allocation of expenses are generated for business units.
  • An aligned and flexible funding model is adopted to realize full potential of technology.

Why is IT funding so problematic?

Traditional funding often views IT through a project lens and allocates funds to different siloed buckets of those projects without accounting for Total Cost of Ownership (TCO).

The image contains a screenshot example of a budget.

Info-Tech Insight

Most IT funding models in use find their genesis in the manufacturing sector’s build & transfer model where manufacturers don’t need to worry about the operations or maintenance of what they built.

In IT, what you build is what you maintain (WYBIWYM), so taking TCO into account is critical for sustaining what you build.

Moreover, the CapEx-OpEx distribution in IT is different than other CapEx-intensive disciplines i.e. these others can afford to miss accounting for OpEx. In IT, however, this would be disastrous since not only do IT assets depreciate faster but operational staffing costs tend to be very high.

"Total cost of ownership and long-term impacts are not well understood, leading to penny-wise, pound-foolish decisions. Short-term cost savings [are] prioritized over long-term benefits." - Benoit Proulx, Executive Advisor, Info-Tech Research Group

Unlock the right funding for the right initiative at the right time.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 5-phase advisory process. You'll receive 11 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Introduction and Background
  • Call 1: Introduction
  • Call 2: •Understand background behind research and relevance for the member
  • Call 3: Scope engagement

Guided Implementation 2: Assess Context
  • Call 1: Review of IT’s strategic alignment with the organization’s objectives and key results
  • Call 2: Walk through IT funding model flexibility diagnostic and FlexQ

Guided Implementation 3: Best-fit evaluate
  • Call 1: Review various funding model options, and uncover an aligned funding model
  • Call 2: Review various funding sources and decision cycles aligned with selected model

Guided Implementation 4: Create Flexibility
  • Call 1: Evaluate various flexibility levers to make an aligned funding model more flexible and understand which one can be applied to the member’s organization

Guided Implementation 5: Demonstrate Value
  • Call 1: Review governance and risk management aspects around IT funding model


  • Call 2: Prepare to demonstrate value of IT and IT funding model
  • Call 3: Review statement of intention

Author

Manish Jain

Contributors

  • Edward Carr, CIO, Ohio Department of Developmental Disabilities
  • Colin Penny, EVP, IT and Digital Transformation, Liberty Group
  • Miguel Suarez, Head Of Technology, Seguros Monterrey New York Life
  • Pankaj Gupta, CIO, Schaeffler India
  • Peeyush Jain, GM Finance, Schaeffler India
  • Jacqui Simons, Director of Information Technology, Bermuda Electricity
  • William Russel, CIO, Info-Tech Research Group
  • Carol Carr, CFO, Soroc Technology | Former Technical Counselor, Info-Tech Research Group
  • Jennifer Perrier, Principal Research Director, ITFM Practice, Info-Tech Research Group
  • Dave Kish, Practice Lead, CIO Research Development, Info-Tech Research Group
  • Benoit Proulx, Executive Counselor, Info-Tech Research Group
  • Monica Braun, Research Director, ITFM Practice, Info-Tech Research Group
  • Christine Coz, Executive Counselor, Info-Tech Research Group | Ex-CIO
  • William (Jody) Gunderman, Executive Advisor, Info-Tech Research Group | Ex-CFO
  • Claire Jorgensen, Executive Counselor, Info-Tech Research Group
  • Cole Cioran, Managing Partner, Canada Government Services, Info-Tech Research Group
  • Mark Roman, Managing Partner, Higher Education, Info-Tech Research Group | Ex-CIO
  • Theresa Hughes, Executive Advisor, Info-Tech Research Group
  • Gene Berry, Executive Counselor, Info-Tech Research Group | Ex-CIO
  • Janice Clatterbuck, Executive Counselor, Info-Tech Research Group | Ex-CIO
  • Loretta Early, Executive Counselor, Info-Tech Research Group | Ex-CIO
  • Jerry Driessen, Executive Counselor, Info-Tech Research Group | Ex-CIO, CTO
  • Craig Broussard, Executive Counselor, Info-Tech Research Group
  • Scott Bickley, Practice Lead, Vendor (VCCO) Practice, Info-Tech Research Group
  • Travis Hillpot, Principal Research Director, Vendor (VCCO) Practice, Info-Tech Research Group
  • Josh Mori, Research Director, Vendor (VCCO) Practice
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