How should boards evaluate IT strategy?
Boards should evaluate IT strategy by its impact on capital allocation, risk exposure, and measurable business outcomes. Strategy is not validated by roadmaps or architecture diagrams, it is validated by whether technology spend can be defended in financial terms, linked to outcomes the business values, and governed with clear accountability when results fall short.
Why is analyst research alone insufficient for budget decisions?
Boards should evaluate IT strategy by its impact on capital allocation, risk exposure, and measurable business outcomes. Strategy is not validated by roadmaps or architecture diagrams, it is validated by whether technology spend can be defended in financial terms, linked to outcomes the business values, and governed with clear accountability when results fall short.
How should CFOs defend technology ROI?
CFOs defend technology ROI by tying every material IT dollar to a business outcome, a risk it mitigates, or a capability the board explicitly values. ROI defense is not reporting after the fact, it is establishing governance upfront so spending decisions can be explained, challenged, and justified before capital is committed and after results are reviewed.