Buying technology is easy. Extracting value from it is not.
Technology vendors measure success by the number of projects they sell — not by the number of successful implementations or the ROI their customers achieve. That is where the real problem begins...
In the world of AI and GenAI, many organizations are investing and running pilots without clearly defining the business problem they want to solve. Purchases are often driven by brand prestige instead of clear return metrics and governance frameworks, leaving companies exposed to unfulfilled promises and limited vendor accountability.
A similar pattern appears for instance in ERP initiatives. Gartner estimates that by 2027 more than 70% of newly implemented ERPs will not fully meet their business case, and up to 25% may fail catastrophically.
I help organizations close these gaps by demystifying technology brands and focusing on what truly matters: obtaining real, measurable value from IT investments—whether in AI, ERP, or other digital platforms.
Through this approach, companies learn how to mitigate risk, evaluate vendors objectively, and demand verifiable outcomes. Technology should not be paid for if it does not deliver the promised results.
But implementing technology—especially AI—is not enough to increase productivity. Without a strategic and commercial framework, AI becomes just another tool with unrealized potential.
That is why part of my work focuses on strengthening commercial capabilities. I help teams combine AI with CRM and sales processes to develop three key capabilities:
• Designing strong value propositions based on real business problems.
• Building territory and account strategies supported by AI-driven insights.
• Strengthening execution through the discipline of Consultative Selling.
This combination ensures that organizations not only invest wisely in technology but also activate it to improve commercial effectiveness., accelerate decision-making, and strengthen their competitive position.

EDGE Ecosystems Consulting Services

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