Assess your company’s exposure
We examine the foundations of your business: customer needs, offering, know-how, revenue, costs, and position in your industry.
The goal is to identify what could lose value, what could gain value, and the new activities that more general AI capabilities could make possible.
| Dimension | Questions to explore |
|---|---|
| Customers and needs | Which needs would remain essential? Could customers handle on their own some of the requests they entrust to your company today? |
| Offering and expertise | Which services would become easier to replicate? Which expertise would retain its value? |
| Competition | Could new players offer something comparable with a different organization and cost base? |
| Revenue and margins | How would prices, volumes, and customers’ willingness to pay change? |
| Strategic assets | How much value would your data, brand, relationships, distribution, and physical assets retain? |
Build scenarios for how your market could evolve
We develop scenarios tailored to your industry, based on how AI capabilities progress, what they cost, how reliable they are, and how widely customers and businesses adopt them.
| Working scenario | Implications to examine |
|---|---|
| Gradual progress | AI steadily expands the range of work it can take on. The business adapts its offering and organization step by step. |
| Accelerating capabilities | Rapid change reshapes costs, customer expectations, and the competitive landscape. The business must be able to decide and act faster. |
| Uneven adoption | Capabilities advance, but their use varies by function, by the level of trust required, and by integration constraints. Several models coexist. |
These scenarios are used to stress-test your decisions. They help distinguish investments that pay off across several futures from those that hinge on a single assumption.
Transform the existing business or build a new one
Should you evolve your business or create a new venture designed around AI from the outset? For an owner, this decision puts capital, the value built over the years, and future growth prospects on the line.
We help you compare the options, weighing the strengths of the existing business, its constraints, and the potential of the new model.
| Option | What it makes possible | What to assess |
|---|---|---|
| Transform the existing business | Build on your customers, brand, teams, and resources to evolve the business. | The capacity to transform, the transition costs, and the impact on current revenue. |
| Create a new company | Design an offering, an organization, and a cost structure from scratch around what AI makes possible. | The capital required, market access, the skills to bring together, and the time to profitability. |
| Pursue both in parallel | Protect the current business while testing a new model in a separate entity. | Resource allocation, governance, synergies, and the risk of the two businesses competing with each other. |
We work with you to build the financial scenarios and decision milestones needed to choose where to invest, which assets to preserve, and how to fund development.
The goal is to enable owners to share in future value creation, even when that means building a company different from the one they own today.
Rethink your sources of value and business model
We explore the role your business could play in each of these scenarios: what it would sell, to whom, at what price, and with which partners.
We assess opportunities for new offerings, new markets, and new pricing models. We also examine the risk that a new business could cannibalize part of your existing revenue.
You get comparable strategic options, each with its financial assumptions, resource requirements, and conditions for success.
Strengthen your competitive advantages
We identify the strengths you need to build to hold a strong position as certain capabilities become widely available.
These might include customer trust, proprietary and usable data, a distribution network, industry know-how, or execution capabilities that are hard to replicate.
We help you determine what you need to own, what you can source from partners, and which dependencies you should limit.
Envision the future organization
We explore several organizational models that combine people, agents, and systems capable of taking on broader activities.
The work covers the role of management, responsibilities, the skills to preserve, and the decisions that must remain human. It also addresses governance, security, business continuity, and the controls needed for greater autonomy.
We assess what these choices mean for your teams, your culture, and your ability to retain the company’s essential knowledge.
Prepare investments and strategic options
We translate the scenarios into preparatory decisions: skills to develop, data to organize, architectures to make adaptable, partnerships to explore, and experiments to launch.
Each initiative is evaluated on its current usefulness, its cost, its reversibility, and the options it opens up for the future.
You get a roadmap that distinguishes the actions to take now, the options to test, and the decisions to defer until new evidence emerges.
Set up monitoring that supports decisions
We define the signals to track: capabilities actually demonstrated, reliability on your tasks, usage costs, customer behavior, and competitive moves.
Regular reviews make it possible to revisit the scenarios and adjust priorities. Criteria agreed in advance indicate when to accelerate an investment, scale up an experiment, or change direction.
Strategic thinking tied to your decisions
The engagement can take the form of an executive workshop, a scenario study, or a preparation program carried out over time.
Deliverables are defined with you: an analysis of your exposure, industry scenarios, a comparison between transforming and starting a new company, business model options, and a preparation roadmap.