Prove the work.
Start with a clear outcome and a bounded piece of real work. Agree what good looks like.
The incremental pathway
Create capability.
Put it to work.
Start with a leadership priority. Learn where AI improves the work, measure the capacity released and choose where to put it. Move further when the results justify the next commitment.
Your starting point
What needs to change?
Start with the problem you recognise. The session names can come later.
A useful place to begin
Start with a real leadership priority.
Experience AI on your own work before asking the organisation to change. PERSONAL builds first-hand confidence, judgement and a useful next step.
Five steps / One connected approach
See how the pieces fit.
Work backwards from the customer. Each step connects stronger capability to a business decision. Enter where your organisation is ready and build from there.
Step 01
Build confidence. Create capacity.
Five days’ work in four. Use AI on the work in front of you, then put the time you create into changing the business.
Explore this stepCapacity only matters
when you choose
where it goes.
A faster task creates an opportunity. Leaders decide whether that time improves the customer experience, tackles neglected work, strengthens decisions or funds an experiment in growth.
Leadership protects the capacity and gives it a purpose. We help you build the capability and method to make that choice, test it and keep learning.
Protect the capacity.
Decide where any time released will go, who owns that decision and how to measure the result.
Transfer the capability.
Build the habits, ownership and confidence to apply the same method again yourselves.
Reallocate capacity / 10·10·10·10
What would you do
with 40% of your capacity
to change the business?
AI makes change more urgent, but also much more possible. Change still needs time, and we start by helping you create it.
Start by aiming to do five days’ work in four, then redesign the work towards five days in three. The 10/10/10/10 model shows one way to allocate the full 40% if you release it, with each share representing 10 percentage points of the original capacity.
Where that capacity goes depends on what your organisation recognises and rewards. While we help you see the choices, your organisation still owns them and needs to put them into practice.
What makes change possible?Retention
Keep capability in the business. Reconsider automatic backfilling as roles and workloads change.
Insourcing
Use your own people and their knowledge to take on valuable work previously bought from outside.
Emerging risks
Give leaders capacity to understand and address the new risks AI creates across the business.
Cross-functional growth
Bring people together around customer needs. Test new propositions, routes to market and ways to create value.
Make each allocation accountable. Agree a baseline, an owner, an outcome measure and a £ hypothesis. Use the FUNCTION roadmap to review what changed and decide what to continue, adapt or stop.
Put the capacity to work with FUNCTIONA planning model, not a guaranteed saving. Measure the capacity actually released, including review and rework, and adapt the allocation to your business.
Your next step
Book a call with Adam or Greg.
Bring one business priority. In 30 minutes, explore the starting point, the people needed and the time and investment involved.