Service 01

Know where data and AI can change a business result—and in what order.

Establish where data and AI can change a business result, then set the sequence, ownership and operating model required to get there.

Discuss a Decision See Client Work

Data, Analytics & AI StrategySchematic

Strategy starts with the decision, not the platform.

The problem

Direction is usually the constraint, not investment.

Most organizations already hold more data than they use and more initiatives than they can sequence. What is missing is an agreed view of which decisions matter most, what evidence those decisions require, and which capability has to exist first.

We start from the business outcome and work backwards: the decisions behind it, the measurement those decisions depend on, and the analytics, AI and data work required to support them.

Most data strategies describe an architecture. Ours describes the choices your organization has to make well — who owns each one, what evidence it requires, and how quickly it has to happen — and then specifies the data, measurement, analytics and AI needed to support them.

Questions we help answer

The questions this service is built to resolve.

Which decisions across the business would change most if the evidence behind them improved?
What should we measure, and who owns each definition?
Which analytics and AI investments should be funded first, and why?
What capability do we build internally, and what do we partner for?
How will we know the investment changed a business result?

Capabilities & deliverables

What we build and hand over.

Grouped by the part of the work they belong to. Every engagement is scoped to the decisions the business has prioritized.

Define the opportunity

Decisions, measurement, value

Decision inventory: A structured catalogue of the decisions that drive commercial, operational and portfolio performance, with owners, cadence, and the evidence each currently relies on.
Measurement architecture: Definition of the metrics, dimensions and business logic that make those decisions comparable across functions, including the metric ownership model.
Investment case: A value model tied to specific decisions and their performance levers, with assumptions written down and owned by the business, not the analytics team.

Set the path

Capability, sequence, operating model

Capability assessment: An honest read of current data, analytics, BI and AI capability against what the priority decisions actually require — no maturity theatre.
Sequenced roadmap: A delivery sequence that puts decision value first, with dependencies, build-versus-buy positions and the data & AI operating model to sustain it.

How we work

A sequence, not a proposal.

Short increments, each one producing something usable, with ownership transferred as we go.

01
Diagnose
Executive interviews, decision mapping and a review of existing data, reporting and models to establish where evidence stops and judgement starts.
02
Define
Prioritized decision portfolio, measurement architecture and target capability model agreed with the executive sponsors who own the outcomes.
03
Sequence
A roadmap with phased delivery, dependencies, resourcing and the governance required to keep the sequence intact under pressure.
04
Mobilize
First delivery increment scoped and started, so the strategy is proven in production rather than filed.

Signals this is the right work

Significant platform investment has not changed how decisions get made.
Functions disagree on definitions of the same core metric.
AI initiatives are running without a stated business decision to improve.
The analytics roadmap is a list of requests rather than a sequence of outcomes.

Where this service is most often applied.

Solution 01

Revenue & Commercial Intelligence

Connected commercial evidence — pipeline, customer, pricing and field activity — turned into decisions about where to put effort next.

Solution 05

Executive Performance & Impact

A trusted executive performance view: consistent definitions, honest signal, and a decision agenda attached to every material variance.

Solution 03

Portfolio & Resource Optimization

Structured allocation across portfolios, programs, capacity and field resources — with scenarios leaders can interrogate and defend.

Start with the decision you most need to get right.

Bring us the business outcome under pressure. We will map the decisions behind it and what it would take to improve them.