As more and more areas of abusiness become data-driven, people throughout the organizationhave an increasing volume of information at their disposal tomeasure and monitor. This trend seems highly conducive to buildingtechnology business cases brimming with precise ROI calculations,but treasury leaders shouldn't be lulled into complacency.

As German sociologist Steffen Mau ar­gues in his book “TheMetric Society: On the Quantification of the Social,” too muchdevotion to key performance indicators (KPIs) combined with toolit­tle judgment can lead to the gaming of scoring systems andother unpleasant outcomes. To be meaningful and effec­tive inguiding business decisions, quan­tifiable metrics should beconsidered in the context of the broader, non-quantifiable goals ofthe initiative.

Treasury professionals who recognize and avoid the followingmissteps in making a business case for a new tech­nology investmentcan increase their odds of a positive outcome:

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