How to interpret this summary
This summary provides directional, order-of-magnitude framing to support executive discussion about potential economic impact. It is intentionally designed to inform whether a question is worth pursuing, not to answer it definitively.
It is not analyst-readable by design.
What informs the ranges shown
The value ranges reflect a synthesis of three executive-level considerations that typically determine whether economic impact is material. These factors are considered together to orient magnitude — not to produce a forecast.
Organizational Scale
Larger organizations tend to experience proportionally larger economic effects when structural constraints are addressed. The summary scales potential impact accordingly.
Breadth of Cost or Effort Exposure
Constraints that affect multiple functions or significant portions of the operating model tend to concentrate more value than those that are isolated or localized.
Scope of Change Required
Enterprise-wide or cross-business changes generally carry higher potential impact than narrowly scoped interventions, alongside greater execution complexity.
Why the ranges are wide
The ranges are intentionally broad. At this stage, breadth preserves optionality and avoids the false confidence that can arise from premature precision.
The purpose of the range is to answer: “Is the potential impact large enough to warrant attention?” — not — “What will the outcome be?”
Scenario views
Conservative, expected, and accelerated views are included to support risk-aware discussion, not prediction. They reflect differences in execution conditions and organizational readiness, not changes in underlying logic.
Calculator methodology + examples
Directional, order-of-magnitude framing. Not a forecast or detailed financial model.
Annual Value = Base x Revenue Multiplier x Cost Multiplier x Org Multiplier, then apply Scenario Multiplier.
Inputs
Outputs
Expected annual value (Low - High)
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Adjusted annual value (scenario) (Low - High)
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Near-term (90 days) (Low - High)
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Near Low = AdjLow x 0.25, Near High = AdjHigh x 0.35
Self-funding assessment
Near-term midpoint = (Near Low + Near High) / 2. Coverage % = (NearMid / InvestMid) x 100%.
Select an investment range to compute coverage.
Benchmark ROI (12-week) (optional)
Value12wk = Annual / 4. ROI multiple = Value12wk / Fee. Break-even week uses weekly value.
Select a benchmark fee to compute ROI multiple and break-even week.
Near-term signals vs. full value
Where shown, near-term indicators represent early economic signals, not full value realization. They are intended to help leaders assess how quickly insight or directional confirmation might emerge, prior to full-scale execution.
What this summary is — and is not
This summary is:
- A tool for executive framing and internal discussion
- A way to orient magnitude before committing resources
- A disciplined, non-speculative view of potential economic relevance
This summary is not:
- A forecast or budget
- A financial model
- A commitment or guarantee
- A substitute for management judgment, financial controls, or approval processes
Detailed (and defensible) assumptions only become appropriate after leadership determines the question itself is worth answering.
How executives typically use this
Most leadership teams use this type of framing to:
- Decide whether to look more closely
- Align on where potential value might concentrate
- Determine whether deeper analysis is justified
That decision — whether to proceed further — is the intended outcome of this summary.
Final framing sentence
This Executive Value Summary is designed to help leaders decide whether to explore — not what to decide.