or even maintenance price, but they cannot account for value erosion, risk exposure and write-offs across the lifecycle, for instance. In other words, what technology will cost to own, operate, secure, retire and replace.
One of the most compelling arguments is how much value can be wasted at end-of-life. Just over a quarter of organisations do not recover value from their decommissioned tech – and in some European markets this rises to more than 40 % – meaning the material and financial value held in an asset after its first use is lost. In a linear model, that loss is built in – devices are purchased, depreciated and often decommissioned with little or no return. At best, end-of-life is treated as an afterthought, resulting in unplanned, low-value outcomes.
TCI will provide an antidote by encouraging organisations to plan for the end at the beginning, including tracking technology end-to-end, optimising utilisation and recovering residual market value when assets are ready to be refreshed.
For a CFO, that creates a shift from cost control to value creation. It means fewer write-offs, better capital efficiency and a clearer line of sight between technology investment decisions and long-term financial outcomes.
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