If you sell software or a product with software in it...
Increase sales n%.
If the software didn't work, you would not sell much of it.
If the software worked REALLY RALLY WELL , you would sell lots.
(This will have the software guys watching the sales guys like hawks making sure they don't blow their performance bonus.)
If you software is an in-house system:
cut cost of business n%.
If the new software systems takes 10x as long it costs the company money.
If the new system is fast and prevents errors, the company saves money.
This approach seems like it applies to sales guys or maybe the VP of business change process, but really, the software developers are the front line for both kinds of process.
My underlying idea here is to try to explicitly align the employees reward structure with teh best possible outcome for the company.