The budgets of e-initiatives at traditional companies usually emanate from an existing budget, departmental or otherwise. This is most difficult when departments or functions do not already work together seamlessly. Infrastructure costs are significant for those with old legacy systems.
Executives often have sticker shock over the costs involved just to get and stay in the game.
The best advice is to anticipate the costs early. Once again, a centralized, integrated approach pays off. Independent decisions across functions and geographies rarely fit together seamlessly without careful planning. The initial budget for innovations falls within the e-business unit, but as the idea moves from a test to a way of doing business, the budget moves to those responsible for ongoing success. When the value to the business is clear, who is going to pay for it quickly takes a back seat.