If we measure AI adoption like a participation trophy, don’t be surprised when the market thinks it’s winning. Every business leader is now talking about AI adoption — and most professional services firms think that adoption alone is progress. But let’s get real: flipping the switch on a tool doesn’t magically generate value . Without disciplined ROI frameworks and unit-economics tracking, we’re on a fast track to repeat the same tape-measures-for-success mistake we saw in the last tech...

Post by Lukas Rieder The executives of a company must ensure that it achieves a market-driven return* on the invested assets. Only then will investors take the risk to invest in that company. For me these executives and their direct employees are PACE's key customers. They need a management control system allowing them to plan and control the variables they can influence directly and independently in their area of responsibility. This has little to do with financial accounting, double entry...

Boards often assume value arrives when the model goes live. Reality: value arrives when behavior changes —when decision processes change, old work stops, and economics show up in unit measures. AI creates outputs immediately. But outcomes lag. And the lag is not a technical defect. It’s an organizational reality. The staged value curve most business cases pretend doesn’t exist What I see repeatedly: 4–12 weeks: operational signals (usage, cycle time in a narrow workflow, fewer handoffs) 3–6...