Capital Investment management software is a type of enterprise resource planning (ERP) tool designed to help organizations manage their capital investments efficiently. This software aids in planning, tracking, and analyzing investments made in capital assets like machinery, equipment, buildings, and technology. Its primary goal is to ensure that these investments align with the company's strategic financial goals and contribute effectively to long-term growth. It allows users to set financial targets for capital projects and forecast associated future costs and revenues. It also helps to identify and manage risks associated with these investments, ensuring that potential issues are addressed proactively. This software is vital for companies that need to optimize the deployment of substantial financial resources into physical assets, ensuring maximum return on investment and alignment with business strategies.

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My board experience has primarily been with board members that are not technical. The approach I take is to "translate" technical bits into business impact information. It seems many non-technical board members care most about how to improve the business, not what is driving the improvement.As an example, if I am requesting approval for a workload migration to public cloud (AWS/Azure) I keep all the technicalities out of the presentation and focus on business impact. Ie. Increases in revenue opportunity, cost savings, safety/security, positive impact to existing and future clients, and positive impact to internal departments such as Sales, and Finance.I always include a business level discussion about compliance, risk management, and security as this seems to be top of mind.In summary, skip all the technical details, translate into business benefits. After all, if there were not any business benefits, should you be doing it? This takes a significant amount of thought and planning and if done, you as an IT leader will reap the benefits of a better board relationship, more "approvals" to proceed with projects, and the opportunity to grow your professional skills. It does work!

The approach you've taken makes sense. I have found you only bring up technical aspects along with risk management items in an Audit committee session if asked, otherwise it has to be short and precise and focused on business benefit.

Provide explanations without any techie talk.&nbsp;Concentrate on what will happen as a consequence if you do not proceed as you are recommending.&nbsp;Explain external forces that require you to do whatever you are recommending. Provide stories that show how your project helps support the business. Provide metrics that show how you can provide a return on the investment you are asking for. Show how a known competitor either benefited or suffered by taking the same path.&nbsp;Remember they only care how your project benefits the company or the share price. Happy to discuss more details in person.&nbsp;

To bridge the gap between Tech and Board/Execs I go with Report Cards.  I create a report card for the current environment, issue, etc.... I first quickly share the methodology for scoring.  Then whatever is an "A" or "B" is in good shape.  If anything scores "C" or less I then attached a solution grade which shows 3 different solutions that shows the "C" becoming a "B" with investment XYZ and an "A" with investment of 123.  I've had great success with Report Cards from getting millions of $$$ for infrastructure to additional resources to explore PCI solutions.  Everyone can relate and not everything needs to be an "A" solution, so sometimes a "C" works.

I present cyber security issues to boards, and getting the board to get it is my primary focus.


To that end, I draw out the security threat onto a 'map' of the company's virtual system.  It doesn't need to be accurate, it just needs to tell an accurate story.


For example, if we are worried about an email phishing campaign, you draw a circle that represents all the people in the company.  It'd be a big circle.


Then draw some more circles that represent hardware or software etc.  Include landmark apps and features the board will know.  


Then draw the red arrows that show how an attacker phishes an employee, and how that employee's computer gets infected, and how the attack spreads laterally through the organisation.  


The board doesn't need to understand the technical nature of the threat, they need to understand that the risk is one person clicks on a link, and the whole company is infected. 


You can highlight key risks and mitigations at each stage. 


This visual model solidifies the chain of events, the risks, and the mitigations to non-technical audiences.

Directors have three primary concerns:  1) 'How do we increase revenue?', 2) 'How do we reduce costs?' and 3) 'How do we innovate so our capital investments help us achieve 1 or 2'.  Focus your presentation on that.  If you’re requesting funding to buy a product or service, ask vendors to share business cases that received board approval at other customers, complete with payback period (you’re likely competing against other priorities and they sell their solution more than you purchase it).  Cash flow is always king, especially during economically uncertain times.

Here are my top 10 things to consider when briefing the board as a Chief Supply Chain Officer, especially when the board members may not have a technical background:

1. **Speak Their Language**: Simplify technical terms into everyday language. Focus on how supply chain decisions affect the company's goals.

2. **Start with the Big Picture**: Begin by explaining how supply chain initiatives fit into the company's overall strategy.

3. **Highlight Risks and Solutions**: Clearly outline potential risks and how you plan to handle them. Explain how supply chain decisions impact risk management.

4. **Use Visuals**: Incorporate graphs and charts to visually present important information.

5. **Discuss Financial Impact**: Emphasize how supply chain decisions influence costs, revenue, and overall profitability.

6. **Tell Real Stories**: Share real-life examples to illustrate the outcomes of supply chain strategies.

7. **Focus on Key Metrics**: Present essential performance indicators like customer satisfaction and market share.

8. **Outline Long-Term Vision**: Explain how your supply chain vision aligns with the company's growth and sustainability goals.

9. **Encourage Dialogue**: Invite questions and engage in open discussions with the board.

10. **Keep it Concise**: Presentations should be brief and focused on the most critical points.

The goal is to help the board understand the importance of supply chain decisions and their impact on the company's success. By simplifying language, showing real-world outcomes, and encouraging participation, you can effectively communicate your supply chain strategy to a non-technical audience.

There are a few things you can do to make your presentations to a non-technical board more effective:


1. Keep your presentations simple and to the point
Don&#39;t try to overwhelm your audience with too much information. Stick to the basics and make sure your points are clear and easy to understand.


2. Use visuals to help explain your points
Charts, graphs, and other visuals can be very helpful in communicating complex ideas to a non-technical audience. You can find a lot of online tools that can help you create these very easily and quickly.


3. Avoid using jargon
Jargon can be confusing and off-putting to non-technical people. Stick to using plain language whenever possible.


4. Be prepared to answer questions
Your audience is likely to have questions about what you&#39;re presenting. Be prepared to answer them in a way that is clear and concise.


5. Practice your presentation beforehand
This will help you to be more confident and polished when you deliver it to your audience.

I am increasingly having to present to our board and it’s not always the best experience. Do you have any advice on how best to approach a company board that is not technical at all? 

While there is no right or wrong way to budget, there has definitely been a pendulum swing from CAPEX to OPEX over the last 4 four years as companies embraced the cloud. Some CIOs believe that makes it easier to reallocate funding requirements from what might have been earmarked for a data center into other areas. In 2022 however the ever-increasing cost of a multi-cloud/ hybrid cloud environment is being scrutinized for both business value (customer satisfaction) and ROI with the view that it might be better to repatriate some workloads due to cost of refactoring, cost of complexity or for increased security which is at the top of the need list for most CIOs.    


How is budget planning evolving for CIOs?

Best Capital Investment Management Software Reviews 2024 | Gartner Peer Insights

We use this product to help forecast and estimate upcoming budgets. This solution allows us to plan for the future all under one umbrella.

Overall experience is satisfactory considering the user friendly interface and ability to provide real time statistics.

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