Say you have a 100 developers and you reason each should get a second monitor worth 300$, because this increases productivity by 20%.
According to an accountant, you just added 30K in costs to the books, with nothing to show for it. You can't eat productivity nor is it a line item in the books.
Who is to say that this 20% of freed up time is used productively? Or used on things that increase revenue? If so, how much revenue? And when?
>Say you have a 100 developers and you reason each should get a second monitor worth 300$, because this increases productivity by 20%.
>According to an accountant, you just added 30K in costs to the books, with nothing to show for it. You can't eat productivity nor is it a line item in the books.
Right, this is why developers should NOT get 2nd monitors.
Even better, the business can save another $30k by not getting the developers any monitors at all.
Yep, and I think we can apply the accounting logic to the original article.
A team that regularly saves costs for other business units is a promise of cost savings. Dropping the entire time is an immediate and factual cost saving.
Say you have a 100 developers and you reason each should get a second monitor worth 300$, because this increases productivity by 20%.
According to an accountant, you just added 30K in costs to the books, with nothing to show for it. You can't eat productivity nor is it a line item in the books.
Who is to say that this 20% of freed up time is used productively? Or used on things that increase revenue? If so, how much revenue? And when?