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Value report

Purpose​

The value report records the actual result of an initiative after deployment: whether the indicators changed, what part of the change is attributable to the solution, and whether the initiative should be supported, scaled, reworked, or closed.

This report is needed at the "Awaiting impact" stage. Without it, the launch of a solution should not be considered a proven business result.

Report structure​

Baseline indicators​

  • Values of key business metrics before the solution was launched.
  • Measurement period.
  • Data source and calculation methodology.
  • Indicator owner.

Actual indicators​

  • Values of the same metrics after deployment.
  • Measurement period: from launch to the moment the report is compiled.
  • Metric dynamics over time (trend).
  • Impact check date.

Impact calculation method​

One or several approaches:

  • Comparison with a control group — comparing a group with the solution and a group without it.
  • Control group — comparing units / processes with and without the deployment.
  • Before / after — comparing metrics before and after deployment (adjusted for seasonality and external factors).
  • Model-based estimate — calculating the impact through an economic model when direct measurement is not possible.

Attribution​

  • What share of the metric change is explained by the solution.
  • Which external factors could have influenced the result (market changes, seasonality, parallel initiatives).
  • Degree of confidence in the attribution: high / medium / low.
  • Whether there is a risk of double-counting the impact with other initiatives.

Realized impact​

Impact categories:

  • Cost reduction — reducing manual labor, decreasing errors, optimizing the process.
  • Revenue growth — increasing conversion, cross-selling, personalization.
  • Productivity increase — speeding up the process, increasing throughput.
  • Risk reduction — reducing fraud losses, improving credit quality.

For each category: a quantitative value and the annual economic impact in monetary terms.

Comparison with the impact hypothesis​

  • The original hypothesis from the use case document.
  • The expected impact and the actual impact.
  • Deviation: percentage of the hypothesis fulfilled.
  • Reasons for the deviation (if any).
  • What changed in the process after launch.

Cost of ownership​

  • Cost of operating the solution.
  • Cost of support and development.
  • Cost of infrastructure or external services.
  • Economic impact after accounting for recurring costs.

Lessons learned​

  • What worked: approaches, decisions, work organization.
  • What did not work: mistakes, underestimated risks.
  • Recommendations for future initiatives.
  • What needs to change in the product, data, architecture, or process.

Recommendation​

One of the following decisions:

  • Scale — the impact is confirmed, the solution is replicated to other processes, units, segments.
  • Keep on support — the impact is confirmed, the solution continues to operate at the current scale.
  • Adjust — the impact is partially achieved, the solution requires rework or a change in scope.
  • Close — the impact is not achieved or does not justify the cost of support.
  • Return to delivery — substantial changes to the solution are needed.
  • Revise the methodology — the current calculation does not allow the impact to be reliably confirmed.

Use in the process​

The report is prepared by the business owner together with analytics, finance, and the AI office. For a significant economic impact, the finance function must confirm the methodology and the calculation.

The report results are used:

  • to close an initiative;
  • to move it to support;
  • for a decision on scaling;
  • for portfolio analytics;
  • to refine the methodology and future initiatives.

The impact measurement methodology is described in value realization. The economic calculation model is described in the economic impact model.