Value map
Where AI is changing cost, speed, quality or customer expectation in your market, and which parts of your current offer that strengthens, which it erodes, and how fast.
The situation
The economics changed.The offer stayed the same.
What changed in the market, what changed in the business and the question that follows from both.
AI can make work faster, cheaper or more scalable. But if the offer and commercial model remain unchanged, that advantage may never become revenue or margin.
The change can appear anywhere: in how a service is delivered, what a product can do, how customers are supported or which problems the business can now solve. It can weaken an existing source of value, or make an entirely new proposition possible.
Another technology pilot will not decide which opportunity customers will pay for.
The real question is not what AI can do. It is where your business can create and capture value next.
The method
How we test what comes next
One cycle turns a strategic question into tested evidence. The work is commercial, operational and customer-facing at the same time.
Where is value moving?
We map where AI changes cost, speed, quality, scale or customer expectation in your market, and where that creates pressure or opportunity for your current offer.
What could you sell next?
We shape one proposition clearly enough to test: who it is for, what problem it solves, how it is delivered and why the customer would choose it.
Will anyone pay for it?
We price it, put it in front of real buyers or internal budget holders, and record what they do rather than what they say.
Can the business deliver it?
We identify what has to change across people, technology and the business model before the proposition can become real.
What you get
What your team owns after one cycle
Five things you can use to decide whether to invest, stop or keep testing.
One proposition
Who it is for, what problem it solves, how it is delivered and why a buyer would choose it. Described precisely enough to price and test.
Commercial model
How the offer is packaged, priced and paid for, and what the unit economics look like at the price a buyer actually accepted.
Buyer evidence
What real buyers or internal budget holders did when shown the priced proposition. Recorded as what they did.
Investment decision
Invest, stop or keep testing, with the conditions attached: what has to change across people, systems and operating model before the offer can be real.
New value needs a new way to deliver it.
A new proposition only holds if people can run it, technology can support it and the business can make money from it. Those do not all move at the same speed, but none of them can be ignored.
Where this comes from
The work changed. The billing model has to follow.
One case, running now. A firm that bills by the hour is testing what replaces that when the hours fall away. The go/no-go has not been taken yet.
Accountancy firm · adoption and the commercial model
A firm that billed by the hour was about to make every saved hour uninvoiceable. The work changed, so the way that time was priced and packaged had to change with it.
This is the commercial pattern behind Horizon 3: when the work changes, the way value is captured has to change with it.
Questions we hear
Asked in every first conversation
The five that come up before anyone commits budget.
How is this different from strategy consulting?
The deliverable is a tested proposition. We price it, put it in front of real buyers or internal budget holders, and record their behaviour. You end with evidence and a decision, not a document.
How do you test a new proposition without betting the company?
One cycle, one proposition, described clearly enough to price and put in front of buyers. Small, reversible and measured—so commitment follows evidence instead of conviction.
What if the test says no?
Then that is the result, and it cost one cycle instead of a build. The cycle is designed to produce a decision: invest, stop, or keep testing. A no arrived at cheaply is worth more than a yes arrived at by momentum.
Is this not just an innovation lab?
A lab produces concepts. This produces one proposition with a price, a buyer response and a view on whether the business can deliver it across people, technology and the operating model.
Who needs to be in the room?
The people who can decide: commercial ownership, delivery, and whoever controls the budget. A proposition tested without them produces interest rather than a decision.
Where does this leave our existing offer?
Usually intact, and better understood. Mapping where value is moving shows which parts of the current offer are strengthening, which are eroding, and how fast—which is useful even if you decide to build nothing new.
How we start
Start with what needs to change.
Every engagement begins with one defined result, a clear timeframe and a decision at the end. Four ways to start, from a two-day workshop to a twelve-week roadmap.
See how we startTest what you sell next.
Bring us one place where AI is changing the economics of your work, product or customer promise. We will help you decide whether there is a proposition worth building around it.
Discuss what's blocking progress (opens in a new tab)
30 minutes with a founder. No deck.
Not ready to talk? Take the 5-minute AI Horizon Scan →