Choose the decision you are working on. Set a strategic priority, assess a technology investment, prepare your team for change or put an AI use case to work.
Each guide includes a completed example and a record you can copy into the document your team already uses. Start with the task that matters now.
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.
01
Answer twelve questions about AI direction, value, technology choices and adoption. Get your scores and three suggested next steps.
Want help reviewing a strategy you already have? Ask about a strategy review. M. Pact will reply within two business days.
Twelve questions, under five minutes, no email required.
02
Complete use cases for finance, procurement, HR, operations, customer service and sales. Start from what you want to improve, then pick a task. Each case gives you a prompt, a complete sample, the checks a person runs before anything is sent, and instructions for the AI assistant you already have. Run one on your own task; turn it into a one-page proposal if you need to take it to someone else.
Free to use, no email required. Runs in your browser.
A working tool, free to keep
Use these questions to check performance, responsibilities and exit terms before choosing an AI vendor.
How many production deployments do you have at our scale?
Pilots prove interest. Ask for evidence from comparable production deployments, then test performance against your own data, workflow, and acceptance criteria.
Which reference customers are in our industry, and can we speak to one?
A reference in your industry tells you what actually breaks in businesses like yours.
What failed in your last release, and how did customers find out?
Every product fails somewhere. The answer tells you how you will be treated when it does.
When the model is wrong, who bears the cost?
Error rates are quoted in percentages. Errors arrive as your invoices, your filings, your customers.
What happens to our data, prompts, saved memory, learned preferences, configurations, and workflows if we leave?
Exit terms are cheapest to negotiate at signing. Negotiated at departure, they are set by whoever holds your data.
Which parts of the product are proven, and which are still being proven?
You are buying what works today, not the roadmap.
What should we not use this product for yet?
A vendor with no answer either has not looked or will not tell you. Either way, now you know.
Use it in your next vendor conversation. No email required.
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