Services
Enterprise AI Transformation Planning
A three-year roadmap, organisational and data readiness, and ROI modelling — something your leadership can actually decide on. No concepts, just what you do this year.
"AI transformation" tends to mean one of two very different things in a boardroom: an anxiety the CEO picked up from a few articles, or a costed proposal a department has already worked out and is waiting to get approved. This service turns the former into the latter.
It differs from use-case consulting in scope. Consulting answers "which one first". Transformation planning answers "where does this go over three years, and what do the organisation and the data need to become for that to work". Once a company is large enough to need a single coherent story for the board or the group, it needs the latter.
What you get
A three-year roadmap, broken down by year: which use cases in year one, what year two builds on top, what capability exists by year three. Each step states its prerequisites — which data must be cleaned first, which systems must be connected first.
An organisational and data readiness list. Who owns it, whether new roles are needed, what skills the existing IT team must add; where the data sits, what condition it is in, what governance will cost. This section decides outcomes more often than technology selection does.
ROI modelling. Investment ranges and expected returns by year, including the criteria for stopping. We give ranges rather than point estimates, and we state the assumptions — a precise number with no stated assumptions is not a responsible one.
What we do not do
We do not produce the report that surveys trends, quotes market-size figures, and concludes that you should "strengthen your AI positioning". Nobody leaves a board meeting knowing what to do next with that.
Nor does the plan assume our own products throughout. At planning stage the job is to show you the road; where a stretch of it is better covered by something off the shelf, that goes in the plan.
Timeline and what we need
Typically three to four weeks. It requires interviews with leadership and each business line, plus a data audit. Larger groups with multiple business units take longer.
The most important thing on your side: someone who can make trade-offs on behalf of the company. Planning is fundamentally about ranking, and ranking means some departments do not make this year's list. Only you can make that call.
Common questions
We are a mid-sized company — do we need a three-year plan
Possibly not. If you have one or two clear use cases, doing the consulting and then getting on with it is more practical, and a plan is waste. This service earns its keep when several departments are involved, investment spans years, and it has to be presented upward. We will tell you which category you are in during the initial call.
Can we take the plan and implement it with someone else
Yes. The deliverables stand alone and any implementation partner can work from them.
Might the conclusion be "not yet"
It might, and that is a valuable conclusion. We have met companies wanting AI before their core process was even online, and data in a condition no model could rescue. Fixing the foundation first is far cheaper than forcing through a project that was going to fail.