Showback
Reporting each team's share of platform and infrastructure cost without actually charging it, to change behaviour without creating a market.
Chargeback moves money and creates incentives to game the allocation, avoid the platform, or argue about the model. Showback reports the same numbers without the transfer. In most organisations it captures the majority of the behavioural benefit at a fraction of the political cost.
What makes it work is granularity and cadence. A monthly figure per team, broken down by service and by resource class, and visible to the team rather than only to finance. The characteristic result is that a team discovers a forgotten non-production cluster or an over-provisioned database within the first two reports — savings that no central optimisation programme would have found, because the central team does not know which resources are still needed.
Its limitation is real: without a budget consequence, some teams will read the report and do nothing. The usual progression is showback first to establish the data and the allocation model, then chargeback for the largest consumers once both are trusted. Starting with chargeback on a contested allocation model produces a year of arguments about the model.