Teach, and sell what surrounds it
The client wants to do it and AI is not there yet. Help them do it themselves, and sell the system around it: templates, standards, a subscription instead of hours.
Business Model Workshop · Horizon 3
AI does the work faster. Who gets paid for that?
Half a day with your leadership team, or one session for a collective. Your services mapped on one grid, one service redesigned, one pricing move chosen. You leave with an experiment for the next two weeks.
Why this exists
Every hour AI saves is an hour you can no longer invoice.
The work is changing faster than the way it is priced. Your clients have noticed. Some of them have started doing it themselves.
Most service businesses still sell time. AI makes the same work take a third of the time, and the market knows it. Either your rate absorbs the difference, or the client does it with a tool, or somebody else sells the outcome for a fixed price.
Another tool pilot will not settle this. It is a question about the offer, the price and who does the work, and it has to be answered service by service, by the people who own the numbers.
If the work takes a third of the time, what exactly are you selling?
The map
Who does the work?
Two questions, four answers. Every service you sell sits in one of them, and almost all of them are moving towards the top right.
In the room you stand on this grid. Literally: each person takes the position of one service today, then where it will be in three years. What people notice from there is the start of the conversation.
Productise, or let it go
AI does it well and the client will take it on. Automate it and sell it as a product or a subscription, not as time. Or let that business go, on purpose.
Defend
AI is not there yet and the client wants you to keep doing it. Invest in your own AI capability so you can do more with it than the client ever could.
Harvest, then reinvent
AI does it well but the work still comes to you. Take the margin now, and use it to build the model that will replace this one.
What happens
Three blocks, one service redesigned
Two and a half hours for a collective; a half-day for one leadership team. The blocks are the same, the numbers on the table are not.
01
Perspective
Where you standIn pairs: your biggest question about AI and your revenue model. Then the grid. We build it in the room, you take your position on it, today and in three years. Per quadrant, real cases and hard numbers from businesses like yours.
02
Application
Diagnose, then redesignYour five to seven services on the grid, placed and argued over in pairs. Which two or three have to change first, and how fast? Then one service through the four questions of a business model: who is it for, what do we offer, how do we deliver it, how do we earn. Two of the four have to move, or nothing has changed.
03
Translation
What you take homeWhat is coming at us, how urgent it is, and whether changing the model helps. Each pair leaves with one small experiment for the next two weeks and a feedback call already booked.
The pricing moves
Six ways out of hours times rate
Not a complete list. Enough to make the redesign concrete: you pick one, and you say why.
- Raise the rate. You got faster; keep the margin instead of handing it over.
- Rate plus licence. Hours, with a technology or software fee alongside.
- Credits. The client buys a bundle or a retainer that draws down on services.
- Per output. Paid for the work delivered, not the hours it took.
- Flat fee. One price per service. Predictable for both sides.
- Outcome, or gain share. The fee tied to the result it produces for the client.
What you get
What you walk out with
Four things on paper, in your own handwriting.
Your services, mapped
Every service on the grid, with a direction and a speed. The two or three that have to change first, circled.
One service, redesigned
Who it is for, what you offer, how it is delivered and how you earn, written twice: as it is now, and as it will be.
One pricing move
The model you will charge under, chosen from six, with the reason you chose it and the dilemma it creates.
One experiment, dated
Something small you will try in the next two weeks, and a call in the calendar to say what happened.
Two formats
For a room full of firms, or for one
For a collective
A network, an association or a programme that brings owners of comparable businesses together. Two and a half hours, twenty to forty people, working in pairs from the same trade. The grid is shared; the conclusions are each firm's own.
For one leadership team
Your firm, your numbers. Half a day, eight to sixteen people, the ones who own the services and the P&L. The same three blocks, with your actual revenue per service on the table and the decision made in the room.
Fixed fee, either way. Stated in the first conversation, for a defined session.
The workshop decides which service. The cycle proves whether anyone pays.
A redesigned service on paper is a hypothesis. Horizon 3 takes the one you chose, prices it, puts it in front of real buyers and records what they do. You end with evidence and an invest, stop or continue decision, not a workshop poster.
Bring the service you are worried about.
Thirty minutes with a founder. We talk through which format fits, and whether the question is really about pricing or about something else. No deck.
Talk about the workshop (opens in a new tab)
30 minutes with a founder. No deck.