Measuring the ROI (Return on Investment) of Artificial Intelligence Applications

AI

Artificial intelligence investments are on the agenda of nearly every major institution today. From CEOs to senior executives, everyone is discussing the potential of these next-generation investments to create competitive advantage. However, our field observations show that both top management and the implementation teams on the ground are echoing the same fundamental questions:

“How should we measure the return on these investments?”

“How can we identify the projects that truly create value?”

“What are the common mistakes to avoid?”

At CBOT, we are seeking answers to these critical questions together in this article. Because AI investments are not just about technology expenditures; these investments are strategic moves that transform a company’s way of doing business and its culture.

Investments Are Increasing, Expectations Are Rising

Recently, we have observed that budgets allocated to artificial intelligence and digital transformation projects are rapidly increasing. However, when it comes to evaluating how these investments translate into business outcomes, we see that many organizations — from top management to middle-tier teams — have not yet fully established the right framework.
When trying to assess ROI (return on investment), we frequently encounter three fundamental misconceptions:

  • Focusing solely on short-term financial savings.

  • Trying to add technology directly onto existing ways of working.

  • Ignoring the human factor — that is, the cultural ownership needed to bring this transformation to life.

CBOT’s sectoral experience shows us this very clearly: ROI is not just a number or a cost-benefit analysis; when properly defined, it is an element that shapes an organization’s vision and sustainable competitive advantage.

We Must Ask the Right Questions Before Deciding on Projects

Every project decision is a process that requires both top management and implementation teams to think together. Before starting a project, the following questions must be answered:

  • How does this project serve our company’s long-term strategic priorities?

  • Will we measure success solely through financial metrics, or also through customer and employee experience?

  • Have we assessed: “If this system is not in place, what kind of cost or loss might we face in the future?”

Projects that are initiated without clear answers to these questions will eventually be questioned along the way. Success is achieved by asking the right questions from the start and planning in a way that covers all areas of impact.

Field Examples: Technology Is Only a Tool

In the banking sector, AI-supported decision engines are being integrated into credit evaluation processes. Initially designed just to shorten approval times, these solutions can create unexpected value once implemented. For example, thanks to AI analyzing applications with more accurate risk scores, significant reductions in bad debt rates can be achieved. Additionally, by identifying suitable customer profiles that manual processes may overlook, portfolio expansion becomes possible.

In customer service operations, AI-supported bots are increasingly deployed to reduce call center loads. Initially expected to answer only simple questions, bots provide limited benefits if they are not integrated with back-end systems. However, when companies recognize this and expand the bots to handle tasks like bill inquiries, payments, or address changes, both the scope grows, and the number of transactions passed on to human agents decreases. As a result, operational costs fall while customer satisfaction shows meaningful improvement.

The Human Factor: The Element That Amplifies Technology’s Impact

At CBOT, we clearly observe this: the main factor determining the impact of technology is the people who implement it. Projects that operate solely under the responsibility of the IT department create limited impact. Success is only possible when everyone — from the CEO to team leaders, and even field workers — is involved in the process. Leaders who advocate for, own, and communicate the transformation within the organization play a critical role in every project. These individuals do not necessarily have to be managers; team members with high internal motivation who take ownership of the project can also be strong carriers of this process.

Conclusion: What Should We Do to Maximize Return on Investment?

At CBOT, we always say this: In artificial intelligence investments, ROI is not measured merely with a “we invested, we saved” mindset. The real value lies in the contribution made to the organization’s strategic goals, customer experience, and cultural transformation.
If today, as a CEO, CTO, or department leader, you are asking:

“How is this investment creating value for the future of our organization?” — then you are on the right path. Because sustainable success comes from the right investment, the right process, the right people, and the right measurement. Artificial intelligence, when these elements come together, is not only a powerful strategic tool for today but also for creating tomorrow’s competitive advantage.