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PH1 core capbility
YEARS EXPERIENCE
9 to 10 years
TYPICAL CLIENT
Chief Transformation Officer, CFO, CIO, VP Operations
NECESSARY TIMELINE
Less than 2 months
Our POV
Licence utilisation is not adoption. Plenty of organisations show healthy seat counts while nothing about how the work gets done has changed, and the dashboard reports success the whole time.
Measuring properly means defining the outcome before counting the usage, then reporting which workflows moved and which did not, in language the people who approved the budget actually use.
What We Do
Establish what it was meant to change. The outcome the investment was approved against, reconstructed explicitly where it was never written down.
Measure workflows, not seats. Which teams and tasks genuinely changed, which did not, and where adoption stalled between a licence being paid for and a job being done differently.
Report it for the budget holder. Value created against what was spent, written for a finance and board audience rather than a technical one.
What We'll Deliver
Outcome definition the investment is measured against
Workflow-level adoption analysis by team, role and task
Identification of where adoption stalled and why
Value created measured against what was spent
Reporting written for finance and board audiences
A measurement baseline for tracking the next period
When This is Essential
A board or CFO is asking what the AI investment returned
Dashboards report activity and nobody can explain the business result
Before renewing or expanding a significant AI licence commitment
When adoption varies widely between teams and nobody knows why
When a baseline is needed before the next phase of rollout
Combine With These Services
AI Adoption Strategy — plan the moves the measurement will track
Measurement Frameworks — define the KPIs before the next initiative
AI Trust & Confidence Research — explain why adoption stalled where it did
Part of AI Product Evaluation and Strategy & Planning.
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Submissions