Our perspective
Three observations from the founders about the demands behind a commitment, the conditions it relies on and the evidence worth returning to.
01
Proposals usually state their budget and expected return. They rarely price the senior attention, coordination and organisational disruption needed to make that return possible. A choice may be affordable in cash and still compete for leadership capacity that another part of the plan relies on.
02
The choice is not only whether the technology can work. It is whether the business will make the other commitments required for the result, including capacity from people already carrying other priorities.
03
Naming the conditions that carry the expected result makes changed evidence useful. Leadership can return to what it expected, what it relied on and what it accepted, then assess whether to continue, adapt or stop.
After the decision
Record what was expected, what it depended on, what was accepted and what would prompt another decision.
Expected result
The financial or operating outcomes the commitment is meant to change, and the timeframe.
Required conditions
The capacity, dependencies and assumptions that carry the expected result.
Accepted trade-offs
The cost, risk, delay or option forgone when making the choice.
Review trigger
The evidence or event that would justify continuing, adapting or reconsidering.
Start a conversation
Bring the required outcomes, competing choices and the time available.
