Service
Digital Transformation
Digital transformation usually means buying software. Business model disruption means the economics changed underneath you. We work out which one you are actually looking at, and for plenty of businesses the honest answer is neither, yet.
Problems it addresses
If any of this sounds familiar, it is worth a conversation.
A competitor has started offering something you cannot match on price, and you suspect their cost base is different rather than their margin being thinner.
You have been buying software for years and the business still works essentially the way it did.
Customers are starting to expect things your current model cannot deliver, like an instant answer or a self-service view.
You can see AI changing your industry eventually, but not whether that is a two-year problem or a ten-year one.
What we deliver
A working outcome, not a slide deck.
One fixed-scope engagement, run with your leadership rather than your IT function. Every artefact is yours, written in plain language, and useful whether or not we do the work that follows.
Business Model Review
A written account of what your customers actually pay for, what it costs you to deliver, and which parts of that are genuinely defensible rather than just habitual.
Cost-to-Serve Map
Where the money and effort go across the delivery of your core offering, broken down far enough to see which steps AI could change and which it cannot touch.
Disruption & Threat Assessment
Your revenue lines tested against the four patterns that actually disrupt a business model, plus what a new entrant without your legacy could do to your pricing, and what you could do first.
Sequenced Plan
What to change, in what order, with the do-nothing-yet option costed honestly alongside the rest rather than quietly left off the page.
The engagement
What's involved
A fixed-scope engagement. Here is what is involved, activity by activity, so you can see what the process covers before committing to it.
| Activity | What's involved |
|---|---|
| Preparation and industry read | Review of your market, your competitors and the material you supply |
| Leadership sessions | Working sessions on what you sell, who buys it and why |
| Cost-to-serve mapping | Following one unit of work end to end with the people who do it |
| Economic analysis | Testing each step against what AI can and cannot actually change |
| Competitive modelling | Building the case a new entrant would put to your customers |
| Decision workshop | Separating business-model change from efficiency work, with your leadership |
| Plan and handover | Writing the sequenced plan and walking your team through it |
Any build work that follows is scoped separately once the plan is agreed.
Delivery process
How an engagement runs.
What you actually sell
Not the service description. What the customer is really buying, why they chose you over the alternative, and what they would miss if you stopped. This is usually less about the product than people expect.
Cost to serve
We follow one unit of work from enquiry to payment and record where the time, the people and the rework actually go. Most businesses have never written this down end to end.
Where AI moves the economics
Step by step against that map: which costs AI genuinely removes, which it only shifts, and which it leaves exactly where they are. Being specific here is what separates this from a trend presentation.
The competitor’s view
We sit on the other side of the table and work out what somebody with your customers and none of your constraints would build. It is uncomfortable and it is the most valuable hour of the engagement.
Decide what changes
A working session with your leadership to separate the things worth doing now, the things to watch, and the things that sound strategic but are really just efficiency with a bigger word on them.
Sequence and hand over
The plan, the order, the owners, and a plain statement of what each step assumes. Then we walk your team through it and leave you the documents.
Pricing approach: discovery is a fixed fee. Build work is quoted as a fixed scope and price once discovery is complete, so you decide with the numbers in front of you. Ongoing support is a monthly retainer you can stop at any time.
Questions
Frequently asked.
Isn’t “digital transformation” just consultant-speak?+
Usually, yes. The term has been attached to so many software rollouts that it has stopped meaning much. We use it here because it is what people search for, and then we try to be specific about the thing underneath it: whether AI changes your cost to serve enough that your pricing or your offering has to move. If it does not, you have an efficiency project, and that is a perfectly good thing to have.
What do you actually mean by business model disruption?+
Not a competitor undercutting you. Disruption is when the expensive part of your work stops being expensive, which changes what you can charge and who you can afford to serve. It shows up in four recognisable ways: the cost floor drops, so work you used to decline becomes profitable; you were billing for effort that is no longer needed; something you interpreted for customers becomes self-service; or a one-off sale becomes an ongoing service because watching something continuously got cheap. We test your revenue lines against all four, and in plenty of cases none of them apply yet, which is a useful finding in itself.
How is this different from your AI Consulting service?+
AI Consulting asks where AI fits inside the business you have. This asks whether the business you have is the right shape. They overlap at the edges and plenty of clients only need the first one. If we think that is you, we will move you across rather than run the bigger engagement.
What if the answer is that nothing much needs to change?+
Then that is the finding, and it is written down with the reasoning so you can revisit it in a year. We would rather deliver a short answer you can trust than pad it into a programme. It has happened more than once.
Do you need our financials?+
We need enough to understand cost to serve, which is usually a breakdown of how time is spent and roughly what the delivery side costs. We do not need your full accounts, and anything you do share stays in your systems where we can work on it without copying it out.
Who needs to be involved from our side?+
Whoever can actually decide to change the offering. This engagement does not work if it is delegated to an IT manager, because the questions are about pricing, customers and what the business is for. Expect a few sessions with your leadership.
Will you tell us to replace our systems?+
Only if the systems are genuinely the constraint, and in our experience they usually are not. A business model does not fail because of the CRM. If the recommendation is a platform change we will show you the working that led there.
What happens after the engagement?+
You own the plan and can run it with anyone, including your existing suppliers. If you want us to build the parts that need building, that is scoped separately through the relevant service rather than bundled in here.
Further reading: When AI changes what you sell, not just how you work · 9 minute read, How AI disrupts a business model: four patterns · 8 minute read
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