Traditional Cost Optimization treats the inherited budget as the working map of the enterprise. Controllers apply across-the-board reductions, pause recruitment, and restrict discretionary spend. The exercise is familiar, measurable, and incomplete. It lowers a number without changing the work that produced the number. Within a cycle or two, cost creep restores much of the baseline. Complexity, overlapping services, and misaligned investment continue to build in the parts of the organization the
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