Enterprise strategy and technology. A strong finance focus.
Practical guidance, examples and records to use with your team.
Coming with paid membership: research audio and audio Decision Moments for every member resource. Explore the listening experience.
14 resources
Enterprise strategy · Investment priorities
Connect the customers you serve, the value you offer and the investments you make. Give the next strategic choice a clear owner and a way to judge the result.
You finish with: A strategic choice with the business result, investment trade-off, first action and conditions for reconsidering it recorded.
IT cost optimization · Application rationalization
Choose an application decision that reduces spend while protecting the work your business needs.
You finish with: A keep, improve, combine, replace or retire decision for one application, with the cost change, timing and owner recorded.
ERP · Planning · Close and consolidation
Turn a business requirement into a demonstration you can compare across your current system and shortlisted alternatives.
You finish with: A specific demo request and a record of what works, what costs extra and what remains unproven.
Change management · Leadership
Explain the change through the task people will perform, the support they need and what managers will do when work gets stuck.
You finish with: A short team change brief with one practice task, an owner for support and a check that the new way works.
Automation · RPA · AI
Match each step to the capability it needs, then connect the steps without losing control of the result.
You finish with: A workflow with a clear job for existing software, RPA, AI and the person responsible for approval.
Enterprise strategy · Strategy review
Take one choice from the plan the leadership team already approved, separate what was assumed from what is now known, price the difference, name the resource conflict it creates, and record the one decision the review needs.
You finish with: One strategic choice reviewed against its own assumptions, with the evidence to date, the financial consequence of the gap, the resource conflict it exposes, the decision requested, and the trigger that reopens the review.
Technology roadmaps · Finance systems
Take the two systems the business is arguing about, start from the result the business needs, test what each route can deliver and what each cannot, separate the differences that must stay from the ones that accumulated, put both routes and their sequence on one cost timeline, and ask for one decision with the trigger that reopens it.
You finish with: One consolidation decision with the business result it serves, the differences that stay, the routes and their sequence costed on one timeline, the dependency outside the team's control, the decision requested with its conditions, and the condition that reopens it.
Enterprise strategy · Growth and capability
Take one growth option the leadership team is ready to fund, start from the business it is today, name the capability the option needs and how the business would get it, work the economics at the plan's own volume on one cost basis, and decide whether to fund it, test it or wait, with the reason recorded.
You finish with: One growth option with the result it is for and its measure, the capability it needs and the route to it, the contribution, break-even, capacity and startup cash for each route on the same basis, the responsibilities that change and the work that stops with its obligations kept, and one decision: fund, test or defer, with the trigger that moves it.
AI and automation · Workflow decisions
Take one step in a workflow the business already runs, most of it already automated, where someone has proposed letting an AI agent act. Decide what a rule can settle, what an assistant can propose, what a person still checks or decides, how exceptions come back, and which old work stops. Finish with one bounded decision, not an upgrade.
You finish with: One workflow step with the task defined, the volumes counted on one unit of work, the rule that settles part of it, the assistance that proposes the rest, the human check that stays, the exception path, the work that stops, and the defined subset, evidence and authority under which the step may be allowed to do more.
Organization design · Finance systems
Decide who owns one finance capability, what each person may change and how the work will get done. Use the example to agree responsibilities across finance, IT and the teams providing the data.
You finish with: An ownership decision covering responsibilities, authority, available time, handoffs and the conditions that would make you revisit it.
AI governance
The roadmap is approved and funded, yet the enterprise cannot produce the rules and evidence that govern it. Six terrains, each named for the question leaders must answer, and one ownership test show where capability is outpacing control.
You finish with: A one-page AI Governance Ownership Record for your organization: a named owner and a control state of Cleared, Evidence Pending, or Not Cleared for each of the six terrains, with the evidence, any accepted exception, and the re-examination date recorded.
Free · Note + PDF · 9 min read
View resource: The AI Plan Is Funded. Who Governs It?Download PDF: The AI Plan Is Funded. Who Governs It?AI governance
A review date can be a real control. It stops being one when nothing is attached to it, and when the events that change the answer arrive between the dates with nobody watching.
You finish with: A scheduled review with its evidence and its accountable owner named in advance, and three or four written event triggers for one AI decision you have already funded, each carrying the event, the role who sees it first, what they bring, and whether it reopens, is logged, or escalates immediately.
Free · Note + PDF · 6 min read
View resource: When Should We Revisit an AI Decision?Download PDF: When Should We Revisit an AI Decision?Finance priorities
A high score is useful only if the conditions behind it are visible. Check the measure, decision rights and review capacity before choosing the first improvement.
You finish with: A shortlist checked against three things: how you will measure the improvement, who can make the required decisions, and whether your team has time to review the remaining work. Unanswered questions stay visible.
Finance strategy · Next-quarter decision
A destination several years out does not tell you what to change next. Choose one next-quarter improvement with a first action, its prerequisite resolved, an owner and the evidence the following investment review will need.
You finish with: One defensible decision for the next quarter, with the first action and its owner, what the system does and what a person still checks, the old work that stops and who accepts that in writing, what waits and why, and the evidence the following investment review needs, written before the money is spent.
Free · Note + PDF · 14 min read
View resource: Finance 2030: What to Do This QuarterDownload PDF: Finance 2030: What to Do This QuarterMember audio · Coming soon
Every member resource will bring together the research, an audio edition and audio Decision Moments. These listening experiences will be included with paid membership.
Follow the reasoning, examine the diagrams and use the practical record with your team.
Listen to the note in a natural spoken edition, with a transcript to return to.
Hear a leadership conversation, weigh the alternatives and pause to make a choice. Revisit it when the facts change.