Skip to content
Essay · Value and proof

When the AI Return Is Unknown

How to make a useful funding decision about an AI use case without inventing a return estimate.

Published 2 min read

An AI use case can be promising before its return is known. The mistake is turning that uncertainty into a confident financial claim.

If the baseline is missing, the cost scope is incomplete or the outcome has not been measured, say so. The review can still explain the purpose, the known expenditure and the next commitment.

The question becomes: what is worth spending to learn whether this works?

Separate three situations

First, there may be no outcome measurement. Users like the tool, but nobody has measured what changed.

Second, there may be an observed improvement without a credible explanation of what caused it. Handling time fell, but staffing, demand or the workflow also changed.

Third, there may be a measured improvement whose financial conversion is unresolved. Time was released, but the organisation has not decided whether to use it for more output, better service or lower expenditure.

Three columns: not measured, cause unclear, and value not converted, each with a description and a next step. A bar below says buying more seats resolves none of them on its own.
Three situations that each get reported as 'ROI unknown', and the next step for each.
Three columns: not measured, cause unclear, and value not converted, each with a description and a next step. A bar below says buying more seats resolves none of them on its own.

Three situations that each get reported as 'ROI unknown', and the next step for each.

These situations need different actions. Buying more seats does not resolve any of them by itself.

Make the next commitment conditional

Define a bounded period or scope. State what will be measured, which quality requirement applies and who will review the result.

Write down the conditions before seeing the result. That makes it harder to keep changing the definition of success.

Four steps: bound it, set conditions, run the test and review. The review leads to scale, hold, redesign or stop. Below, the financial view and the non-financial objective are reported side by side.
Write the conditions before the results arrive, and report financial and non-financial value side by side.
Four steps: bound it, set conditions, run the test and review. The review leads to scale, hold, redesign or stop. Below, the financial view and the non-financial objective are reported side by side.

Write the conditions before the results arrive, and report financial and non-financial value side by side.

Report non-financial value honestly

Some initiatives improve service, resilience or strategic capability without producing an immediate cash saving.

Those outcomes can justify investment. They need their own objective, evidence and accountable owner. They should not be converted into a convenient salary saving just to populate a financial return field.

Show the financial view and the non-financial objective side by side. Let the decision owner explain the trade-off.

End with an action

"ROI unknown" is incomplete if nobody knows what happens next.

A useful review states the missing information, how it will be obtained, who owns the work and which commitment depends on the answer.

The purpose is not to delay every investment until certainty arrives. It is to make uncertainty explicit and avoid committing more than the current evidence supports.

Tools and templates

Topics
  • Decision rules
  • Evidence
  • AI ROI

By Ed Epstein, who works at IBM. The postings on this site are my own and don't necessarily represent IBM's positions, strategies or opinions. About and disclosure · Methodology