ROI worksheet: model the economics of one process
MIT examined 300 enterprise AI deployments: 95% of pilots produced no measurable impact on profit. The difference between them and the 6% that did create material value was not the model — it was what they measured. This file models one specific process, before and after.
The calculation stays open
This is not a teaser or a result hidden behind registration. It is the calculation itself, using the example data. For a records process with 300 operations per month, the model uses 30 → 6 minutes, 6 → 2 manual touches, errors at 12% → 4%, overdue work at 18% → 6%, and a 50% time-reuse factor.
| Lever | Before, KZT/year | After, KZT/year | Impact, KZT/year |
|---|---|---|---|
| Process time | 2,250,000 | 450,000 | 1,800,000 |
| Manual touches | 900,000 | 300,000 | 600,000 |
| Errors and rework | 1,728,000 | 576,000 | 1,152,000 |
| Overdue work | 5,184,000 | 1,728,000 | 3,456,000 |
| Total annual impact | 10,062,000 | 3,054,000 | 7,008,000 |
| First-year ownership cost | — | — | 2,319,300 |
| Net first-year impact | — | — | 4,688,700 |
| Payback | — | — | 4.0 months |
The fifth lever — manageability — is deliberately excluded from the sum. There is no honest universal formula for turning decision quality into cash.
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What the file looks like
The five impact levers
- Process time. Employee hours released from the operation. They turn into money through the hourly cost — and only with the time-reuse factor applied: released hours only become money when the business puts them to productive use.
- Manual touches. Handoffs between people. Every touch is a queue, a context switch and a point of loss.
- Errors and rework. The cost of redoing work: every error sends the task back and consumes time on both sides.
- Overdue work. The cost of a missed deadline — penalties, escalations and lost enquiries.
- Manageability. The fifth lever improves decision quality rather than producing a simple saving, which is why it is explained separately and excluded from the sum.
