As more and more areas of a business become data-driven, people throughout the organization have an increasing volume of information at their disposal to measure and monitor. This trend seems highly conducive to building technology 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 “The Metric Society: On the Quantification of the Social,” too much devotion to key performance indicators (KPIs) combined with too little judgment can lead to the gaming of scoring systems and other unpleasant outcomes. To be meaningful and effective in guiding business decisions, quantifiable metrics should be considered in the context of the broader, non-quantifiable goals of the initiative.
Treasury professionals who recognize and avoid the following missteps in making a business case for a new technology investment can increase their odds of a positive outcome:
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