What clients paid you for over the years, they can now get faster, cheaper, or do themselves. Some companies lose clients because of it; others find new money. We help you see where you stand and decide what to change in how you earn.
Especially timely before next year’s planning, when owners and teams decide what to bet on.
It looks like something entirely new is being born. Look closer, and most of it is familiar: outsourcing, licensing, paying for results. What is new is who earns from it now, and on what terms. And that already touches your business.
We do not choose tools, automate processes or teach teams to write prompts. We talk about decisions an owner makes: what we earn from, from whom, for what, and how that is changing.
What we call a business model
It is the way a company creates value for a client and gets paid for it. It is easy to split into four parts, and AI is now changing all four.
Few genuinely new ways to earn have appeared. What has changed is what a client is willing to buy from you, versus what they will do themselves or buy cheaper elsewhere. It happens in three ways.
What yesterday needed your specialist, they now do with a helper. Part of your work stops being a service.
An assistant steps in between you and the client: it compares, recommends and buys. Whoever is not in it simply is not seen.
When it is visible what exactly was done, paying for hours or seats stops making sense. Clients want to pay for the finished thing.
Whoever sees this first has time to choose what to change. The rest will learn from the quarterly report.
Twelve stories about what is already changing. Find yours.
Clients care less and less about your effort and more and more about the result. Whoever sells hours feels the pressure on price first. Whoever has learned to sell finished work for an agreed sum earns the same or more in less time.
When AI does the work, counting seats stops making sense. The client wants to pay for what got done, not for the number of people on the account.
The model of one more client, one more person on the team hits a ceiling. The client wants to pay for a working feature, not for headcount.
The first answer to "what should I buy" increasingly comes from an assistant, not a storefront. Whoever stands between you and the shopper takes a share of the profit. Your own customer data becomes an asset in its own right.
More articles, more visits only works while search sends the readers, and search now answers instead of you. The ones who last are those whose readers come directly and are ready to pay.
What you built for yourself can become a product for others. Small farms need exactly what you already know how to do: agronomy, purchasing, financing.
You can sell not the machine but its work: hours, area treated, a guarantee the line will not stop. AI makes this model available to far more companies, because outcomes are cheap to measure and guarantee.
What set you apart, the speed and accuracy of early calculations, is getting cheaper. Price starts to depend on who gives the client an answer faster and guarantees the total.
When a guest asks an assistant, a new middleman appears between you and them. Hotels have to decide: pay for a place in the answers or build a direct relationship with the guest.
A subscription to knowledge is vulnerable because expertise is getting cheaper. The ones who last sell not information but what AI cannot give: mentoring, community, accountability for the result.
Saving on costs is not a new model, just the start of the conversation. The next question: what new service or price does it give you, now that you know and do things faster?
Product choice is moving to an assistant that compares terms on the client’s behalf. The winner will be the one whose offer is built into that choice.
Do not see your industry? Write to us and we will look at yours.
You see how many separate ways of earning your company really has. An agroholding, a bank or a retailer almost always has several, and AI affects each of them differently.
Together we describe the newcomer with a different model: what it sells, how it charges, which of your clients it takes first. Looking at yourself through its eyes is uncomfortable, but useful.
Rebuild the core business or build something new alongside it. Each path has its own risks, and you see them before you decide.
A model your clients and team have seen, and a plan for the first 90 days. Not a strategy in a drawer, but next steps.
from £590
What is happening to money in your industry: what gets cheaper, what gets more expensive, who has been winning and who is losing.
ForOwner meetings, year-end team gatherings, conferences and closed clubs.
from £1,200
For the owner and the leadership team. We break the company into its separate ways of earning, design a competitor with a different model and choose a path: rebuild the core or build alongside it.
OutcomeYou leave with a decision and a plan.
from £1,500 per sprint
For when the decision is made but testing it feels scary. Each sprint takes one hypothesis: a new offer, a different price, a different channel.
OutcomeTesting with a few live clients and with your team, before the model becomes a strategy on paper.
Founder of the first innovation consultancy in Ukraine. For over 10 years she has taught Innovation Management at KSE Graduate School of Business, and she leads the Innovative Thinking course in the MSc programme at Lviv Business School. She worked as a strategic designer at BCG in New York. She holds an EMBA from IE Business School and has completed leadership programmes at Stanford.
She talks about business models in the language of owners and executives, without jargon, drawing on companies of different industries and sizes, global and Ukrainian.
LinkedIn →No. We do not choose tools or automate processes. We talk about how the way you earn is changing: what you sell, to whom, for what, and how clients find you.
Any company that already earns money: from services and software to manufacturing, agriculture, retail and logistics. Size matters only for the format, not for the substance.
No. What you need is knowledge of your clients, your money and your industry. We explain everything else in plain language.
It works best with the owner and 4 to 10 people from the leadership team: those who influence money and clients. The lecture works for any number of people.
A strategy session starts from the future you choose and helps plan the company. Here we look at one thing: how exactly you earn and what AI is doing to it. The two combine well: the first gives direction, the second detail. About the strategy session.
Write what you do, who your clients are and what worries you. No commitment. We will have a 30-minute conversation and suggest a format, a programme and a date.
Fill in the brief