Posts Tagged ‘CFOs and finance’
For finance leaders: business cases, AI returns and what an approval record should hold.
In the book: Chapter 1: The Illusion of Value (2) · Chapter 4: The Information Asymmetry Collapse (1) · Chapter 6: Tech Bloat as Governance Failure (1) · Chapter 7: Value Is Not Promised; It Is Proven (4) · Chapter 8: The Buyer Lifecycle Is Progressive Governance (3) · Chapter 9: The Value Control Loop (2) · Chapter 11: Outcome Credibility Markets (3) · Chapter 12: Compounded Value (3) · Chapter 13: The AI Amplifier (2) · Chapter 14: Who Controls Value Engagement? (6) · Chapter 16: MAVEN: Controlled Evaluation (2) · Chapter 19: Preemptive Value Architecture (1) · Chapter 20: The Buyer Value Practice (3) · Chapter 21: Decision Artifacts That Govern Outcomes (3) · Chapter 22: Embedding Buyer Governance (1)
AI Features Added to Your Software Get Approved on Price Alone
Most companies have rules for approving a new software charge. Those rules check that the right person signed. They don’t ask what the new feature should deliver, so an added AI feature can be approved with no result anyone can check later.
Read MoreAnalyst Ratings Rank Vendors on Criteria You Didn’t Choose
Market ratings are getting better at telling buyers which providers deliver. None of them can tell a company whether its own purchase did what it was bought to do.
Read MoreBritain’s New Rights to End Public Contracts Ignore the Results
The Procurement Act 2023 writes termination rights into public contracts that no term can remove. Each is measured against a contract, and none refers to the result the purchase was bought for.
Read MoreWhen a Purchase Disappoints, the Original Claims Are Missing
When a purchase disappoints, the standard advice is to return to what was promised before the commitment. It only works if someone wrote those promises down in a place the review can find.
Read MoreOutcome-Based AI Pricing Still Lets the Vendor Keep the Count
Outcome pricing now lets the buyer pick what it pays for, but the count still lives in the vendor’s platform, and the event on the invoice is rarely the result the purchase was approved to produce.
Read MoreBusiness Cases Budget the Software and Assume the Change
The cost of changing how people work rarely appears in an investment case. Written down as conditions the business agrees to meet, it can be staffed and budgeted before approval and checked at the review afterward.
Read MoreAgree on What a Purchase Must Produce Before You Sign
Writing down what a purchase has to produce settles a disagreement every deal has anyway, and settles it before anyone signs.
Read MoreA Federal IT Fund Required Savings Estimates but Not Savings
A federal modernization fund required a savings estimate with every proposal, and repayment did not depend on the savings arriving. Eight years later its administrator and its auditor count the results differently.
Read MoreWhy AI Success-Story Collections Can’t Prove ROI for You
Collections of AI success stories are good for ideas, but the numbers in them were almost always written by someone other than the buyer who lived with the result.
Read MoreAccounting Rule Makers Are Cutting a Test of Whether Deals Worked
The International Accounting Standards Board proposed that companies disclose whether an acquisition met the targets they set on the day they bought it, and that is the line now proposed for removal.
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