Toyota Motor Sales is a classic case of the indifferent attitude top management has toward IT and how it's viewed as a separate entity within a company. Barbara Cooper was hired as the CIO, and as evident by her not so warm welcome, IT was highly misunderstood at Toyota. The discoveries that Cooper made were alarming. Even though there was an IT deparmient in place, the business units were still outsourcing their IT needs, there were no accountable IT teams, no management support, and no one clearly understood the cost required to deliver results. Even with a dysfunctional IT department, Cooper was charged with delivering Big Six and other ambitious projects. To make matters worse, their spending habits were watched closely by the Japanese parent company and Cooper was required to provide explanations about increasing costs, cost ceilings, and why IT was not performing as expected