
Measuring AI's Impact And Value: 20 Essential Factors To Consider
As AI systems become more embedded in core business functions, traditional metrics like precision and recall capture only part of the picture. Measuring ROI now requires a holistic lens—one that accounts for AI's impact on workflows, decision-making speed and long-term adaptability.
Whether a business is assessing its internal AI tools or the AI-powered features included in its products, relying solely on technical benchmarks can result in missing or misinterpreting the broader value—or potential risk—AI systems introduce. Below, members of Forbes Technology Council highlight key factors worth considering when assessing AI success and ROI, explaining why each one offers a more complete view of performance.
1. Hours Reclaimed
A practical metric I use to measure AI's ROI is hours reclaimed. I recently rebuilt our GTM messaging across three segments—what previously took 20 hours to do manually, I completed in two, and then in 45 minutes using AI. That time saved is measurable, repeatable and directly tied to productivity gains, reduced errors and faster execution across teams. - Farrukh Mahboob, PackageX
2. Decision Latency Reduction
Decision latency reduction is a powerful AI success metric. It measures how quickly AI enables smart, confident decisions, compressing the time between insight and action. Unlike cost savings, this reflects real strategic agility. When decisions speed up, it shows AI is truly embedded in how the business moves. - Jason Missildine, Intentional Intensity
Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
3. CO2 Usage
A metric recently brought into the measurement equation is CO2 usage. Along with tracking more traditional efficiency metrics that showcase faster or cheaper results thanks to an AI system, calculating how much energy it uses provides an offset figure that can be incorporated into evaluations and influence longer-term strategy. - Mark Thirlwell, BSI Group
4. Ethical Outcomes
One powerful metric is how well AI systems translate human values into safe, bias-free outcomes that benefit society and stakeholders. More than delivering correct answers, AI systems need to model responsible behaviors, which in turn leads to growth, innovation and a better customer experience. - Vishal Talwar, Wipro Ltd.
5. Contextual Adaptation Quotient
Contextual adaptation quotient is a powerful new metric that measures how well AI systems sustain performance across varying domains, users or conditions without retraining. Unlike static accuracy scores, CAQ captures real-world adaptability, highlighting robustness, transferability and long-term ROI in dynamic environments. - Nikhil Jain, SmartThings, Inc.
6. 'Trust Delta'
One insightful metric is the 'trust delta,' or how much more (or less) people trust your system after you add AI. You can measure this through user feedback and behavior changes. The smartest AI is useless if people won't use it. If your AI makes people second-guess themselves or feel uneasy, it's actually slowing them down. The trust delta shows whether you're building something people want to work with or work around. - Kehinde Fawumi, Amazon
7. Time To Confidence
A genuinely insightful ROI metric for AI systems is time to confidence—how quickly a user reaches a decision they trust. In high-stakes fields like investing, speed alone isn't enough; decisions must also be defensible. - Mike Conover, Brightwave
8. Innovation Rate
In my view, the innovation rate metric stands out above all. This tracks the number of new products, services or process improvements directly enabled by AI-driven insights. While ROI focuses on optimizing the present, this metric reveals how effectively AI is building a company's future. A high innovation rate proves AI is not just a cost center, but a strategic engine for growth and market leadership. - Mohan Mannava, Texas Health
9. Autonomy-To-Intervention Ratio
A cutting-edge metric is the autonomy-to-intervention ratio, which tracks how long an AI system can operate before needing human correction. It moves beyond traditional KPIs like precision to reveal trust, scalability and operational ROI in real terms. A high AIR means AI isn't just working; it's learning, adapting and truly offloading cognitive burden. - Nicola Sfondrini, PWC
10. Time To Insight Reduction
One emerging and insightful metric is time to insight reduction, which is how much more quickly actionable intelligence is derived from data. It reflects the AI system's real-world impact on decision velocity, efficiency and responsiveness, making it a powerful indicator of true ROI beyond cost savings or accuracy alone. - Hrushikesh Deshmukh, Fannie Mae
11. Decision Outcome Improvement
The true measure of AI isn't just technical performance, but its real-world impact. Decision outcome improvement quantifies the tangible uplift in valuable results achieved when AI influences a decision, versus the baseline without it. This metric is crucial because it cuts through tech specs to show the practical, profitable difference AI makes, revealing its true ROI where it matters most. - Raghu Para, Ford Motor Company
12. Revenue Per AI Decision
Revenue per AI decision is a metric that I find myself looking at quite often. It shows how well an AI system drives actual business outcomes. At our company, if an AI model suggests a payment plan and it closes faster or with higher value, that's measurable success. It ties AI performance directly to bottom-line impact, which matters more than model accuracy or usage stats alone. - Ashish Srimal, Ratio
13. Time To Value Realization
One insightful metric is time to value realization, which measures how quickly a company can start deriving business value from an AI implementation. A shorter TTVR indicates efficient deployment, effective user adoption and that the AI is solving a real problem quickly, directly correlating to faster benefits and competitive advantage. - Ambika Saklani Bhardwaj, Walmart Inc.
14. Adaptive Learning Rate
One unique metric for measuring AI success is adaptive learning rate, which helps quantify the speed at which an AI system can learn from new data. For instance, in audio processing, a high ALR means an AI can quickly adapt to new accents or background noises, continuously improving without constant retraining. This shows an AI's true long-term value, beyond initial deployment. - Harshal Shah
15. Autonomous Resolution Rate
A powerful new metric is autonomous resolution rate, which is the percentage of tasks completed end-to-end by AI agents without human intervention. In ERP/CRM, ARR reflects true ROI by measuring how effectively AI agents handle processes like order creation, invoice matching or case resolution. High ARR signals reduced operational costs, improved efficiency and successful agent adoption at scale. - Giridhar Raj Singh Chowhan, Microsoft
16. Model Utilization Rate
One enlightening measure is the model utilization rate—the percentage of the output of an AI model that gets used for decision-making or operations. It's instructive because accuracy is of no consequence if the truths are not acted on. It's a measure of real-world application and trust in AI that demonstrates the relevance and value it has in business. - Saket Chaudhari, TriNet Inc.
17. Feature Abandonment Recovery
Feature abandonment recovery is the percentage of users who return to an AI feature after experiencing initial frustration. Most metrics show first-touch success, but this shows resilience. If users give your AI a second chance after it fails them, you've built something valuable. It indicates your AI provides enough value that users forgive mistakes—the ultimate sign of product-market fit. - Marc Fischer, Dogtown Media LLC
18. Resource Efficiency Index
The resource efficiency index measures how well AI saves time, effort and resources by reducing manual work and enhancing productivity. Unlike traditional ROI, REI captures indirect benefits such as innovation and agility, providing a holistic view of AI's impact on workforce efficiency and strategic value in modern business operations. - Dileep Rai, Hachette Book Group
19. Access Management Data
Access management data provides powerful, real-time metrics that analyze the impact and adoption of technologies and digital systems, such as those using AI. This data offers actionable insights into how tools are being used and their effect on productivity. By mapping usage trends to business outcomes, organizations can identify gaps, optimize training and prove ROI. - Fran Rosch, Imprivata
20. Return On Disruption
One novel metric is return on disruption, which measures how AI redefines workflows or business models, not just cost or revenue gains. ROD captures transformative impact, signaling true innovation and long-term competitive advantage rather than incremental efficiency. - Lori Schafer, Digital Wave Technology
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Wall Street Journal
an hour ago
- Wall Street Journal
Trade Tensions Could Spell Trouble for Chip Stocks — Heard on the Street
Investors awed by AI hype shouldn't be blinded to the real risks facing this vital component of the modern economy. Indeed, the future looks increasingly murky because of tariffs, writes Heard on the Street. Read more:
Yahoo
2 hours ago
- Yahoo
Cisco Systems (CSCO): A Steady Performer Among the Dogs of the Dow
Cisco Systems, Inc. (NASDAQ:CSCO) is included among the 11 Dogs of the Dow Dividend Stocks to Buy Now. A technician in a laboratory, overseeing cutting edge cybersecurity solutions. Cisco Systems, Inc. (NASDAQ:CSCO) is widely recognized for its networking, cybersecurity, software, and cloud computing solutions. It produces routers and switches that use the Internet Protocol to move data across networks. Artificial intelligence has become a major growth area for Cisco Systems, Inc. (NASDAQ:CSCO), with AI-related revenue exceeding $1 billion in 2024. Cisco aims to at least double that figure in 2025. A key factor in this expansion has been its $28 billion acquisition of Splunk, completed last year, which is intended to strengthen customers' capabilities in networking, security, and AI. Cisco Systems, Inc. (NASDAQ:CSCO) reported strong earnings in its fiscal Q3 2025. The company's revenue came in at $14.15 billion, which showed an 11.4% growth from the same period last year. The revenue also beat analysts' estimates by $91.4 million. Orders for AI infrastructure from webscale clients surpassed $600 million, allowing the company to hit its $1 billion goal a quarter ahead of schedule. This strong performance in AI is driven by the strength of its secure networking solutions, strong global alliances, and the value it consistently delivers to customers. Cisco Systems, Inc. (NASDAQ:CSCO) generated an operating cash flow of $4.1 billion during the quarter, and it returned $1.6 billion to investors through dividends. In addition, it has raised its payouts for 18 consecutive years. Currently, it offers a quarterly dividend of $0.41 per share and has a dividend yield of 2.39%, as of July 26. While we acknowledge the potential of CSCO as an investment, we believe certain AI stocks offer greater upside potential and carry less downside risk. If you're looking for an extremely undervalued AI stock that also stands to benefit significantly from Trump-era tariffs and the onshoring trend, see our free report on the best short-term AI stock. READ NEXT: and Disclosure: None. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data


Forbes
2 hours ago
- Forbes
Founded On Technology Innovation, AT&T Is Charting A Data And AI Future
AT&T How does an iconic American company that has been synonymous with technology innovation for nearly 150 years prepare to grow and thrive in an AI future? This is the question that I posed to Andy Markus, Chief Data and AI Officer at AT&T, a company that was essentially founded in 1876 when Alexander Graham Bell invented the telephone. For nearly a century and a half, AT&T has been a pioneer in technology innovation. Markus joined AT&T in 2020, having held technology leadership and transformation positions for leading media companies including WarnerMedia, Turner Broadcasting, and Time. In his role as Chief Data and AI Officer at AT&T, Markus supports the consumer and business lines of the $122b (as of the end of 2024) company, as well as back-office functions ranging from finance to legal to HR. 'We're responsible for developing and executing the data and AI strategy and governance for the firm' notes Markus. He adds, 'The big hat we wear is execution. We work across the firm horizontally to help all parts of the business. We solve their challenges with a data and AI first mindset.' The scope of responsibility of the Chief Data and AI Office is magnified by the size and the scale of data that AT&T manages. AT&T has a long history working with AI, dating back to pioneering work at Bells Labs, the former R&D arm, which was renowned for its groundbreaking innovations, including the invention of the transistor in 1947. Bell Labs revolutionized modern electronics and computing and played a pivotal role in the early development of AI. 'AT&T has a very rich history with AI. I like to use the line from Hamilton – 'we were in the room where it happened'. AT&T was right there when the term artificial intelligence was created' comments Markus. He adds, 'We have a rich history of technology innovation at AT&T. We recently ranked sixth in U.S. companies with AI patents and continue to turn out a considerable volume of intellectual property resulting from generative AI and agentic AI.' As has been the case during its long history, AT&T continues to pioneer technology innovation, now using AI. 'AI is a core part of the AT&T mandate and how AT&T runs its businesses' says Markus. 'We still have the spirit of Bell Labs.' He adds, 'It's remarkable that we're one degree removed from somebody that worked with John Tukey, the legendary Bell Labs mathematician and statistician that I studied in school.' The emergence of generative AI and agentic AI in the past few years has been accelerating transformation within AT&T. Markus notes, 'We recognized that generative AI would bring AI to everyone. Instead of having AI being run exclusively by technical people, we are creating a general-purpose AI that can apply to areas where we have never used AI before.' AT&T currently runs over 600 traditional Machine Learning and AI models in production across the firm, cutting across many lines of business. Markus explains, 'Where we were leveraging traditional or classical AI to run the business, now we're integrating every part of the firm and reimagining the things that we can do using generative AI.' Generative AI is also being employed by AT&T to help manage its data. 'Data functionality using generative AI is great for complex analytics. We are working with hard, complex, messy data sets' notes Markus. He continues, 'When we apply generative AI technology to a curated data product, the accuracy skyrockets. Generative AI technology enables us to do things that are at human level or actually exceed what can be done at a human level.' Markus adds, 'We are building on a foundation of being great with data, great with classical or traditional AI, and now great with generative AI and agentic AI. Each element builds off each other and complements each other'. He notes that AT&T has created over 2,000 generative AI use cases that have been submitted for internal reviews. Delivering business value from AI is central to the business mandate of AT&T. 'An AI first mindset starts with understanding the business needs' notes Markus. He continues, 'Once we understand what these needs are, we work to automate processes and make the lift lighter for the development community so that they can do their work faster.' Markus adds, 'Our partners in the business are truly the experts at creating a business case. Whatever you do, you've got to integrate with existing systems. We help evaluate the cost of the solution and then we work to help understand the benefit and that's where we really work hand-in-hand our business partners.' The AI use cases that AT&T is developing cut across the firm. Markus notes that the very first thing that AT&T did was to bring together the risk organizations of the company -- legal, compliance, privacy and security – to develop a unified approach to govern how the company should invest and execute in AI capabilities across the organization. He continues, 'We partnered with the business units to create a transformation program for this new era of AI'. AT&T has established a transformation office which reviews each use case for its business value to the organization. Markus adds, 'We prioritize our use cases and work on those that will have the most value for the company, working closely with the CFO office.' The result of these efforts is that AI is driving business value for AT&T across business lines. In one example, AT&T has developed a complex fraud detection system. Markus explains, 'Your phone is a very expensive piece of equipment. The bad guys want to find a way to get your information that's on it.' He continues, 'To address this, we created a very complex fraud detection system with well over 30 models, both generative AI models and traditional AI models, that protect customers from fraud.' AT&T is also using AI to manage robocalls. Markus comments, 'When I started with AT&T, one of the top complaints from our customers were robocalls. At this point, by using AI we're detecting these earlier and blocking them.' AT&T is also applying AI to deliver business value through its Ask AT&T platform. Markus explains, 'One of the areas where we've been successful in using generative AI to take human language and turn it into computer language and do complex analytics is with our Ask AT&T platform.' He elaborates, 'At the very beginning of generative AI, we saw that generative AI was going to touch all of our employees, so we created a formal AI policy.' Over 100 thousand employees and contractors now have access to the Ask AT&T platform. Markus adds, 'We are leading the pack in using AI to drive value. We do it in a very measured way across the firm.' Another example is dispatch optimization. AT&T operates one of the largest vehicle fleets in the United States, comprising over 50,000 vehicles and over 700 million possible routes on a given day. The company has developed an AI application that optimizes the dispatch process. Markus notes, 'The benefit of the application is good for society because by being very efficient, we're saving carbon emissions. We now have over 100 million pounds of emissions saved since we started this program by reducing the miles driven. We don't always need to send technicians to homes when people call in. We've used AI to become much smarter on how we solve issues proactively, which saves a technician dispatch in many situations.' Managing data as a business asset is core to the success of the AI transformation taking place at AT&T. 'There is an enormous amount of data that flows over the AT&T network every day – close to 900 petabytes of data that come over the network every day', says Markus. He explains, 'Our data must be safe and secure. We have this concept of a data product, which in our view is a curated set of raw data.' Markus adds, 'We need to do the right thing with how we manage our customer data to fully adhere to regulations and to drive business value for the company and our customers.' For most organizations, and particularly century-old companies, transformation and change is seldom an easy proposition. The greatest challenges that these firms face almost always relate to the business culture and readiness of an organization to adapt. Markus notes, 'Culture is one of the driving factors for us. It is where many organizations get stuck.' He elaborates, 'We are a 150-year-old company, so inevitably there will be some parts of the business that ask whether they can really benefit from leveraging AI.' To address some of the cultural challenges, AT&T has established AI training programs so that employees can start to understand how AI can augment their daily activities. AT&T now has employee education programs where 50,000 employees have completed AI training, and new trainings are continually being added. Markus notes that support for AI starts at the top, explaining, 'We have strong top-down support, beginning with our CEO, John Stankey. He has been a great leader, a coach and a person that evangelizes that AI is a technology we are going to embrace as a company.' While leadership from the top of the organization is essential, Markus notes that support at all levels of the company is required to ensure successful adoption of AI. AT&T is preparing for an AI future. This entails staying abreast of the latest AI capabilities, including agentic AI. Markus explains, 'Agentic AI is connecting together a workflow that actually could be deterministic, to break down bigger problems into smaller problems that can be solved more accurately, while having the ability to take action as part of the workflow.' He adds, 'People often try to make agentic AI sound like more than it is, but it really is breaking down the big problem and smaller problems so you can solve these more accurately with the ability to take action based off of your decisions.' Looking to the future of AI at AT&T, Markus observes, 'There's a lot of hype around whether there will be value coming from our AI investments. I think everyone's seeing that the technologies we're working with such as generative AI and the evolution of this into agentic AI are going to change things.' He comments, 'As we talk about the benefit of generative AI, for every dollar we invested, in that same year, we returned 2X ROI. This was free cash flow impacting ROI from multiple year business cases. A 2X return is going to grow to a run rate that contributes to AT&T's overall run-rate savings target of $3 billion by the end of 2027.' Markus continues, 'What's different this time is that we don't see the wall as we have with other technology evolutions, where you had a general idea of where the where the end was going to be while you're in the middle of it. In the case of AI, I don't think we see this wall yet. The wall keeps moving, if there even is a wall. That is something that I think is super exciting to be a part of.' He concludes, 'AT&T is an exciting place to work because the scale and complexity of our data is extremely unique. We see adoption across the board in using and reimagining how we do our work with an AI and data-driven mindset as a way to get to the next stage. We have business teams that you would never expect to be learning how to use AI that are doing so. They are chomping at the bit, knocking on our door to ask how they can be using AI to deliver better products and services to our customers. That's a great place to be!'