Value Ledger
Per customer, track what was promised against what was delivered: baseline, target, actual, and delta.
Business Transformation
Organizing to support the new business model.
Outcome pricing needs an organization behind it. Each piece is partner-built: translating Microsoft AI capabilities into customer-specific outcomes. No outcome deal closes before these pieces are in place.
Measurement instruments
Synthetic FTE
Model agent running cost plus Services IP alongside human day rates. Prompts, orchestration, domain models, and accelerators are inputs.
Value measurement discipline
IST vs SOLL
Every contracted KPI needs a measured starting point and a committed target. The gap is what the partner is paid to close.
Activity focus
Price the activity that creates the outcome, not the headcount that performs it. Agents and humans both become inputs.
Organizational requirements
Value Assurance team
A firm-level function owns outcome definitions, attribution, disputes, and audit. Most partners do not have it yet.
Industry focus
Outcome contracts work only on KPIs the partner genuinely understands. Horizontal partners cannot sell them credibly.
BPR / Advisory
Redesign the process before pricing the outcome. Prove AI value to the customer; implementation alone will not justify outcome pricing.
Fund the front end
Diagnostic and baseline work happens before the deal closes. Paid discovery gives pre-sales work a billing path.
All in place before the first outcome deal closes.
Measure with the instruments. Apply discipline to the KPI and activity. Enforce the promise through organizational capability.