Technology business cases often become lists of features followed by confident benefit estimates. A stronger case begins with the operating problem, the people affected and the cost of leaving it unresolved.
Alternatives should include process change, smaller interventions and the option to defer. Comparing them makes assumptions visible and prevents the preferred product from defining the question it is meant to answer.
Benefits need owners, baselines and measurement dates. A pilot should be designed to reduce the most important uncertainty, not to create a miniature version of the final system for display.
Disciplined investment includes permission to stop. Predefined thresholds for scale, redesign and exit protect resources and turn unsuccessful experiments into useful evidence.
Cite this record
APA
EAU Editorial Office. (2026). Evidence-Led Technology Investment. East Atlantic University. https://eastatlanticu.com/en/insights/evidence-led-technology-investment
BibTeX
@misc{EAU2026evidenceledtechnologyinvestment,
author = {EAU Editorial Office},
title = {Evidence-Led Technology Investment},
year = {2026},
publisher = {East Atlantic University},
url = {https://eastatlanticu.com/en/insights/evidence-led-technology-investment}
}RIS
TY - GEN TI - Evidence-Led Technology Investment AU - EAU Editorial Office PY - 2026 PB - East Atlantic University UR - https://eastatlanticu.com/en/insights/evidence-led-technology-investment ER -