Enterprise strategy and technology. A strong finance focus.
Practical guidance, examples and records to use with your team.
Read a guide, compare an example and take a working record into your next discussion. Find a framework for the decision in front of you.
16 resources
Finance strategy · AI and automation
Choose the Finance result you need, compare the ways to achieve it and give the first stage a realistic scope. Keep the longer roadmap visible while you work out what can start.
You finish with: A first-stage strategy brief with the business result, options, ownership, capacity, evidence and next decision recorded, connected to the wider Finance roadmap.
AI governance · Leadership decisions
Keep the business purpose, value, authority and evidence together. Use an ordinary leadership review to decide what may proceed, what needs a decision and what remains unknown.
You finish with: A business-review record with the decision sought, permitted scope, accountable people, evidence, open conditions and next review point.
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
Compare an approved strategic choice with what has happened since. Bring the changed assumptions, costs and resource conflict to the next review.
You finish with: A review decision with the evidence, financial consequence, resource trade-off and trigger for another review recorded.
Technology roadmaps · Finance systems
Compare keeping separate ERP systems with combining them. Preserve necessary local requirements and put the options on the same cost and delivery timeline.
You finish with: A consolidation recommendation with the costs, dependencies, conditions and decision owner made clear.
Enterprise strategy · Growth and capability
Test a growth option against the capability, capacity and cash it needs. Compare the ways to deliver it before deciding whether to fund, test or defer it.
You finish with: A growth decision with the route, economics, capacity, first action and conditions for proceeding recorded.
AI and automation · Workflow decisions
Decide what rules can settle, what an assistant may propose and what a person still approves. Keep the exceptions and the work that stops visible.
You finish with: A bounded workflow decision with the permitted actions, human checks, exceptions and evidence needed before expanding it.
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 QuarterIndividual membership · Written research
The Individual library includes these six notes in web and PDF form, with examples you can discuss with your team. The investment-sequencing note also has an editable example. Your personal member link is required to open the files.
What stays and what changes for the people who do and receive finance work when an assistant takes on part of it, role by role, with the support each role needs.
A board-ready before-and-after that separates the time value from the cash, states the setup cost, and reports a per-cycle net result you can defend.
How to place a few AI ideas into a finance transformation already under way, sequenced against the change in flight rather than added on top.
Put competing technology initiatives that share one implementation team into a defensible order, with an editable sequencing example, named owners and the condition that would change the order.
Judge the forecast where the decision is made, explain every exception before acting on it, and adjust only for information the model did not have, with the record that shows why.
What the monthly review still decides once the forecast is automated: spend the meeting on exceptions, decisions and follow-up, and stop preparing the parts of the pack the forecast now supplies.