We get what we pay for is a myth.
It makes good business sense to maximise outputs with the inputs we have. But how do we make this possible? The first step is to see things differently.
Consider these points:
- Every purchase should be rooted in clarity of need, not just what’s available on the market.
- Value isn’t always just money. We can offer references, reviews, or feedback as early adopters.
- There are always multiple ways to reach an outcome. Instead of calculating the number of FTEs needed, why not outsource part of the project on a fixed scope and price?
- Lean principles aren’t limited to manufacturing. They apply equally well to ERP implementations and other business projects.
- We must identify our weakest links: limited budget, lack of internal capacity, gaps in capability, high turnover—or a mix of these. Once clear, we can make better delivery decisions.
- Pain and accountability must be shared. Leaders across the organisation should own the outcome, not just the project team.
Ultimately, it’s about crafting a strategy that maximises output within our conditions and constraints. The strategy will look different for every organisation, but the principles remain universal.
We don’t simply get what we pay for — we get what we plan for, account for, and take ownership of.
