I've been watching this process with a keen eye as a technical consultant, and one thing I've learnt is that naive models of large organisations as Profit=Revenue-Costs is totally inadequate for enterprise sales. Yes, it is true that saving money anywhere will improve profits, but you can only sell that to an individual who's personal KPI needles move because of this! If the cost is in dept X but the profit is recorded in dept Y, then don't bother. You won't get a sale, even if it's tens of millions of dollars of saved costs or increased revenue. At best, you can find their common manager and try to sell it to that person, but even that has pits of failure you can all too easily fall into.

... Couldn't companies gain a competitive edge by fixing their internal structures and aligning the KPI needles?