The first sub-section of the CFO Decision Tree focuses on aligning the return on investment (ROI) statements with the associated stakeholder impact. This is a crucial step to ensure that the technology initiative is aligned with the strategic goals and objectives of the organization and that it has the support and buy-in of the relevant stakeholders. Stakeholders can include senior management, business unit leads, customers, suppliers, boards, investors, and others who may be affected by or benefit from the technology initiative. 

Finance leaders need to articulate the ROI statements for the technology initiative, using categories such as the following:

ROI statements should seek to quantify the expected financial benefits and outcomes of the technology initiative. Then, finance leaders need to identify the stakeholder pitch and impact for each ROI statement, using language and metrics that resonate with each stakeholder group. For example, communicating to individual employees how automation will impact their roles and opportunities, or pitching to the board how the investment will avoid dollar downside. 

The goal here should be to create a compelling and customized value proposition for the technology initiative and gain the necessary buy-in and engagement from the stakeholders. This can also help to anticipate and address any potential resistance or objections that may arise during the selection and implementation process. 

The second sub-section of the CFO Decision Tree focuses on identifying the prerequisites that are necessary to make the selection and implementation process a success. Prerequisites are the conditions or requirements that must be met before launching or executing a technology initiative. They include:

The third and final section of the CFO Decision Tree focuses on understanding the knock-on effects of the technology initiative on the overall enterprise technology roadmap, and the potential outcomes if things do not go according to plan. The technology roadmap represents the longer-term vision on how technology and data will impact and enable the business as it grows and further matures.  

While assessing prerequisites is necessary to understand the current state of technology readiness, this section is about understanding the impact on the initiative on the larger company technology roadmap and future technology readiness. There are at least three areas to analyze as it relates to the initiative’s impact on the larger technology roadmap, which include:

It is hard enough for finance leaders to efficiently prepare for and execute on any finance initiative, but an often overlooked part of that preparation is to vet the domino effect on the larger technology roadmap.  

Having assessed the landscape, we now move on to planning for the team engagement components that will make or break a proposed initiative. Team engagement is critical for the success of any technology initiative, as it affects the quality, efficiency, and effectiveness of the process and the results. This readiness process includes change management, the process of leading and facilitating the adoption of new processes, and aligning the working group to make sure all bases are covered across the organization.

The second component of team engagement is working group alignment, which helps finance leaders organize and coordinate the team members and other parties who will be involved in and contribute to the technology initiative. Working group alignment ensures all process components and stakeholders are covered, including the following areas:



One question that arises is when is it appropriate to select an overall QB for the technology initiative. While there is no perfect answer for this, and every process has nuances, the directional components are 1) the number of people involved in the process, 2) the length of selection and implementation time, 3) the degree the initiative is considered ‘mission critical’ to the overall business, and 4) the degree of impact and change to existing processes.

Working group alignment, with both internal and external parties, helps clarify the expectations, goals, and deliverables of the teams. This also supports establishing communication and reporting channels and frequency throughout the process.

The Technology Readiness Guide and Worksheet is a valuable tool that can help finance leaders and their teams plan, prepare, and execute technology initiatives effectively and efficiently. By using the worksheet and following the structure and content provided, finance leaders can reap the following benefits: 

Align ROI & Stakeholder Impact:

They can align the ROI and stakeholder impact of their technology initiative, creating a compelling and customized value proposition that can gain the necessary buy-in and engagement from the relevant stakeholders.

Identify Prerequisites:

They can identify the prerequisites for their technology initiative, assessing the current state of readiness and identifying any potential gaps or issues that may hinder or delay the selection and implementation process.

Understand the Technology Roadmap Impact:

Ensure Team Management:

By reaping these benefits, finance leaders can also develop and maintain a readiness mindset and skillset, which is essential for navigating the continuous and complex process of technology selection and implementation.

If you want to learn more about the Technology Readiness Guide and Worksheet, both will be included in the downloaded playbook.