112 VIEWPOINT Putting results at the centre Technology projects often fail to deliver sustained value, but congruentX uses Microsoft technologies and an outcome-based model to ensure success For years, technology projects have been judged by whether they launch on time and within budget. But customers did not buy a go-live date. They bought a better business. That is the thinking behind cX 2.0, congruentX’s outcome-based approach to transformation using Microsoft technologies. We modernise CRM from legacy platforms to AI-native Dynamics 365 environments, build and run AI agents that deliver business outcomes, and create solutions on Copilot Cowork that change how people and teams operate. The technology foundation includes Dynamics 365, WorkIQ, Agent 365, Copilot Studio, Azure, Foundry, Microsoft 365 Copilot, and security and governance tools. What makes cX 2.0 different is the commercial model. We put more than half of our fees at risk on every engagement against outcomes the customer defines and telemetry verifies. Not bonus fees. Not upside on top of a normal contract. The fees we were going to earn. If the outcome does not land, we do not get paid for it. Why does that matter? Four out of five technology projects miss at least one of their timeline, scope, budget or adoption targets. In any other industry, that would be a scandal. In ours, it is considered normal. The problem is structural: when you bill for time, the incentive is to be there longer; when success means go-live, the incentive is to turn the system on and leave. cX 2.0 defines two types of outcomes. Technical outcomes include moving from Salesforce to Microsoft, reducing accumulated customisation and modernising CRM and its data. Business outcomes are harder, and matter to the executives: user adoption, forecast accuracy, win rates and seller productivity, as examples. We agree these outcomes with the executive who owns them and define how they will be measured. Our cX RevOS provides telemetry-verified proof, giving both sides the same numbers. Short-term gates maintain focus during delivery; long-term gates keep us accountable after go-live. Changing the agreement changes everything else: how we staff, sequence and deliver. Nobody on my team is managing a contract. They are managing the outcomes the customer cares about. That is the difference between a business partner and a vendor selling time. Marty Priest is CEO of congruentX Photo: AdobeStock/Drobot Dean
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