Apply Artificial Intelligence to Your Business

Motivation

Concepts like digitalisation, cloud, and artificial intelligence (AI) can mean a lot or nothing at all unless they are contextualised within your industry and company. This workshop aims to clarify how modern technologies, with AI playing a central role due to its wide range of potential applications, can be applied to your processes and value chains to enhance success and align outcomes with your strategy.

Through a concrete and contextualised approach, the workshop will guide you in understanding how technological solutions can generate real value for your business.

Process

Defining the Need

The process may begin by identifying a company’s need, such as the potential to increase margins, volumes, or revenues due to a competitive advantage, juxtaposed with concerns about outdated management platforms. Alternatively, it could start with the recognition that AI is advancing rapidly and may offer a tailored solution ready to be integrated into the client’s business model, transforming it into a competitive edge.

In line with most consultancy practices, the initial meetings involve working closely with the client to translate their need into a foundation for collaboration. For instance, this could involve defining a question to address, such as: “What can AI do for my business to increase margins while maintaining other strategic metrics, like employee and customer satisfaction, unchanged?”

Aligning on Objectives

The consultant, in collaboration with the client, clarifies the workshop’s objectives and examines the company’s maturity level concerning the topic at hand. This personalised process may include:

• Interviews with technical and operational managers.
• Internal questionnaires to assess familiarity with AI.
• On-site analysis of operational, administrative, and specific activities.

During this phase, we evaluate whether the collaboration is viable and outline the terms of an agreement.

Example: Initial approach, exploratory discussion, and needs identification

Preparing the Topic List

Based on the identified needs, the consultant develops a list of topics to discuss during the workshop to ensure the most important and promising points are addressed.

The consultant and the coordinator jointly decide which topics will be covered during the workshop and which will be handled asynchronously (questionnaires, online discussions) to optimise workshop time.

Example: Exploratory analysis

Enriching the Topic List

Once the list is defined, the consultant searches for case studies, industry literature, and technological solutions to enrich the workshop with practical examples.

Example: Analysis of processes or AI solutions available on the market

Defining the Workshop Agenda

The consultant proposes an agenda to the coordinator, who reviews it based on timing and internal needs. The consultant ensures that all agreed topics are covered adequately.

For each topic, the consultant typically:

• Initiates a discussion on the current state, highlighting strengths and weaknesses.
• Presents research findings and related case studies.
• Leads a brainstorming session on how to apply the discussed concepts to the company, gathering an initial ranking of the options based on participants’ immediate perceptions.

Participants best suited for the workshop (e.g., technicians, warehouse managers, IT, customer management) are selected, and preliminary information may be requested via questionnaires to optimise the session. The focus is on maximising the value of participants’ time during the workshop while handling asynchronous activities separately.

The consultant will share reference materials (slides, articles, case studies) in advance.

Example: Results analysis and workshop agenda preparation

During the Workshop

Tools such as whiteboards and post-its are used, and sessions are recorded to avoid allocating resources to note-taking in real-time.

The consultant ensures that the workshop addresses the initial request, moderating less relevant parts of the discussion and fostering those with the most value.

Post-Workshop: Prioritisation

After the discussion, the consultant analyses and aggregates raw results into a preliminary report, which includes an estimate of the effort required for each solution’s implementation and the expected return on investment.

The consultant then prepares a questionnaire, presenting the identified proposals along with details of the required effort and expected value, leaving space for comments and opinions. Participants are given a few days to complete the questionnaire, providing valuable feedback to prioritise the identified solutions.

Finally, the consultant integrates questionnaire results with preliminary analyses to prepare a final report. This report offers a comprehensive overview of priority solutions and their implications, including guidance on costs, benefits, and implementation strategies.

Example: Results

Closing the Collaboration

A satisfaction questionnaire will be provided to evaluate the workshop’s effectiveness and improve future editions.

Workshop: Digitalise Your Business

Explore Your Digital Potential with a Structured Approach

Our digitalisation analysis workshop provides an in-depth examination of your organisation’s current state, highlighting strengths, areas for improvement, and opportunities to align with advanced Industry 4.0 technologies. Based on the globally recognised Smart Industry Readiness Index (SIRI), applied according to the UK government’s guidelines and tailored to your specific needs, this service offers a comprehensive diagnosis to help you better understand your digital maturity level and identify practical steps towards technological transformation.

A Competitive Edge for Your Future

Our workshop enables you to optimise operational processes, increase productivity, and prepare for future challenges. Additionally, we support you in attracting and retaining young, motivated talent by offering them a technologically advanced and stimulating work environment. The workshop helps answer questions such as:

• Can your organisation effectively use data to generate value and achieve strategic objectives?
• What are your top priorities (and investment areas) to improve and maintain maturity in data usage?
• What are the risks or missed opportunities arising from low maturity in digitalisation?

Measuring the value brought by digitalisation poses challenges. According to 73% of respondents, the inability to clearly define impacts or metrics is a significant obstacle. Furthermore, difficulties in data collection and the presence of organisational silos are among the top three barriers to fully leveraging digitalisation potential.

Measuring digital value comes with its challenges. According to 73% of respondents, the inability to clearly define impacts or metrics is a significant obstacle. Additionally, difficulties in collecting data and the presence of organisational silos are among the top three barriers." — Deloitte, Mapping Digital Transformation Value - The Metrics that Matter

A Clear Process for Tangible Results

Using a proven methodology, our workshop combines structured analysis, collaborative brainstorming, and practical case studies to create tailored solutions for your organisation. From an initial assessment via the SIRI questionnaire to the delivery of a final report with a strategic roadmap, our approach ensures that each step is geared towards maximising value for your organisation. With our support, you will be equipped to tackle digital transformation with confidence, method, and success.

A Tried-and-Tested Methodology

Our diagnostic methodology is inspired by the UK Central Digital and Data Office guidelines, adapted to your industry, business model, and organisation.

This framework is built on ten key strengths:

• Data-Driven Decision-Making: Leveraging data to enhance the work you do.
• Understanding Available Data: How you record, catalogue, and preserve the data you own.
• Equipping Teams with Data Skills: The level of “literacy” regarding the data under review and the analyses required within your organisation.
• Having the Right Systems: The tools and systems available to manage and utilise data effectively.
• Data Management Practices: Practical approaches to ensure data usability.
• Data Security: The effectiveness of IT systems, skills, and policies in safeguarding data.
• Ethical Data Use: Considerations for planning, collecting, and using data ethically.
• Defining Data Purpose: Understanding data’s value in your organisation’s policies, strategies, and principles.
• Stakeholder Engagement: Interactions with others in the data ecosystem.
• Accountability for Data: Ensuring clear roles and responsibilities for data management within your organisation.

Rather than evaluating every detail of this comprehensive framework, we will focus on the measures most critical and relevant to your objectives.

Case Study: Digitalisation and Artificial Intelligence in a Small Electrical Installation Company

Initial Approach and Exploratory Discussion

A small electrical installation company, with approximately thirty employees, including administrative staff, technicians, and installation operators, contacts the consultant for an exploratory meeting. The request is roughly as follows:

Other, larger companies in our consortium are implementing AI solutions in their daily operations. However, we lack the knowledge, personnel, and time to dedicate to this. Moreover, we operate uniquely, and we are sceptical that solutions suitable for others can apply to us without issues. Nevertheless, we are aware that the industry is evolving, and we want to invest in an exploratory analysis of our business.

During the initial exploratory meeting, the consultant identifies that, while the company is open to exploration and potential change if it brings benefits, the management is unsure where to start. They are reluctant to undertake a lengthy evaluation process across every area of the business, as they believe things are generally working well and adhere to the maxim:

If it ain’t broke, don’t fix it.

Despite this, the consultant offers to prepare an agenda for an internal discussion, providing a platform to validate the perception that things are working well, but could improve:

Given all the innovation and technological progress out there.

The consultant identifies general industry topics and proposes a questionnaire for all employees to collect ideas and opinions. Since this is still a pre-contractual phase, the consultant does not have access to confidential company data, such as the employee list or detailed business model information. Thus, the questionnaire is designed to be generic and open-ended, distributed by the client or their delegates. Responses are returned anonymously. The topics include:

• Work management: types of tasks, scheduling, human resources allocation, tools, consumables, feasibility analysis, planning, task follow-up, and interactions with clients and on-site operators.
• Inventory management: low-value consumables (transport materials, cleaning supplies), high-value consumables (tapes, cables, panels), electrical and electronic equipment (processors, control units, signalers, actuators), personal protective equipment, vehicle fleet, supply chain, and contingency alternatives.
• Operator management: training, health and safety, turnover, substitution processes, motivation, incentives, goal-setting, performance measurement, and remuneration.
• Knowledge management: task logs, client lists, future intervention schedules, archives of manuals and data sheets, standard and non-standard procedures, and price list updates.
• Research and development: updates on new technologies, industry conferences, industrial consortia, new clients, and new regions.
• Client management: invoicing, payments, client database, advertising campaigns, market analysis, and satisfaction.

The consultant aggregates the responses within the agreed timeline and presents a proposed agenda for discussion within the company’s management team.

Identifying Needs

After discussions among administrators and installation staff, a key issue emerges regarding inventory management, which is organised visually. Components are stored on shelves for easy visibility, allowing operators to walk through, pick what they need for the day, and access manuals and data sheets stored beneath the shelves for field consultation. Administrators check the shelves daily and visually track components running low.

Detailed issues identified by the company include:

• The system worked well when the inventory contained only a few hundred items. Today, with over 1,500 different items, double shelving is sometimes necessary, hiding parts of the inventory.
• Operators often report missing manuals after previous teams have taken them. Recently, photocopies and online searches have become common workarounds.
• The time required for daily inventory checks and reordering has increased, leading to delays or cancellations of checks on certain days, causing cascading delays due to unavailable components.

A key question for the workshop might be:

Primary objectives identified include:

• Administrative optimisation: Reduce administrative time and reallocate the savings to research and development (R&D) activities:

  • Update existing components with better-performing alternatives.
  • Explore new technologies and industry publications.
  • Negotiate better supplier terms through more consistent and regular ordering.

• Operational optimisation: Reduce operator time spent searching for manuals, improving productivity and satisfaction for both operators and clients.

• Eliminating delays: Ensure all necessary components are always available in inventory.

Exploratory Analysis

To create a structured audit of the existing and relevant business processes, the focus will be on:

• Identification of necessary data: Determine which data is required to measure progress towards each objective. For example:

  • Administrative optimisation: Time spent managing inventory within a set time frame.
  • Operational optimisation: Efficiency in accessing necessary information in the field; the number of instances where this information was not readily available.
  • Delay elimination: The number of cases where a required component was unavailable in inventory, necessitating a reschedule.

• Identification of available data: Metrics mentioned above are not currently collected systematically by the client company but are based on informed subjective evaluations. It is deemed necessary to collect more robust evidence to evaluate the effectiveness of implementing the identified solutions. The consultant will coordinate the audit throughout the collaboration.

  Data collection will occur through online forms; participants will receive an email on Friday morning, and responses are expected by the end of the day. Questions will consist of multiple-choice answers or value scales, and completing the form should take no more than three minutes from opening the email to submission.

• Analysis of existing processes related to each objective: The consultant will interview key stakeholders in these processes via video calls or, if feasible, on-site shadowing. Subsequently, value chain analyses, resource utilisation, and timing will be prepared based on collected information. Intermediate results will be shared with stakeholders to ensure mutual understanding of the exchanged information.

An example of this analysis, focused on “Administrative Optimisation,” is as follows:

An initial version of the analysis was shared with the warehouse administrator, who provided valuable feedback that was incorporated into the final report.

Consultant’s overall assessment:

• The process is not only ineffective but also ill-suited for handovers in the absence of the primary operator, making it a critical and vulnerable link in the supply chain with associated risks.
• The administrator is confirmed to be qualified and willing to continue R&D activities, as endorsed by management. However, the current approach is inadequate and would benefit from revision or restructuring. Although this is outside the scope of the current consultancy, the immediate focus should be on freeing up the necessary time to explore its feasibility.
• The negative impressions noted during the initial interview (inefficiency and ineffectiveness of the process, associated risks) are confirmed. The following solutions are suggested to address identified needs:
  • Ensure access to inventory information for consultation: This supports intervention planning.
  • Provide real-time alerts when an item falls below a predefined threshold: This reduces the risk of falling below critical operational levels.
  • Enable quick access to the order placement page: Improves efficiency.
  • Create monthly and quarterly schedules for ordering consumable components: This would allow negotiations for more favourable terms with suppliers.
  • Generate semi-annual schedules for ordering high-value components: Some of these components have long lead times; ordering only when stock is depleted is insufficient.
  • Address the habit of using the same password across multiple portals: Enhances cybersecurity.
  • Ensure alignment with other consultancy objectives: Supports overall strategic coherence.

Analysis of Processes or AI Solutions Available in the Market

At this stage, the consultant works independently to research solutions to propose to the client for mitigating or solving the identified issues. Each proposal is integrated with the experience gained during the analysis and annotated with potential costs and benefits as evaluated by the consultant, to be discussed with the company.

Continuing with the example of the objective “administrative optimisation,” two key needs emerge from the identified requirements:

1. The need for software-based warehouse management.
2. The need for computerised inventory tracking.

Additionally, two further solutions are considered:

• Augmented reality.
• Predictive AI for inventory trends.

Warehouse Management Software

Given the company’s growth and projections for steady expansion, a software solution is necessary to ensure scalability in managing inventory.

Several warehouse management software options are available on the market, differing by technology, application, and integration. As the team lacks advanced IT skills, a Software as a Service (SaaS) solution with remote support is considered, while on-premise solutions are excluded.

Three options are identified:

1. Generic warehouse management software

   • Covers common warehouse management needs (inventory tracking, orders, reporting). Easy to use, versatile, and applicable across various industries. Relatively low cost.
   • Typically lacks support for sector-specific needs (e.g., integration with order management platforms). Generally does not include AI-driven demand forecasting.

2. Specialist warehouse management software

   • Offers more features tailored to the sector, such as advanced search by industry parameters and higher customisation.
   • Higher cost, reduced flexibility, and increased dependency on a specific vendor.

3. Warehouse management software integrated into ERP systems

   • Fully integrated into overall business processes.
   • Requires an ERP system, which is costly and complex to implement.

Additional selection criteria include the ability to store supplier portal credentials securely using a password manager, enabling the use of robust and unique passwords.

Computerised Inventory Tracking

Two options are considered for inventory tracking:

• Barcode-based tracking

  • More affordable, standardised, and simpler technology, with the possibility of use via smartphones.
  • Labels must be visible and clean for scanning.

• RFID-based tracking

  • Enables automated scanning without the need for line-of-sight, can read container contents, and tags are reusable and reprogrammable.
  • More expensive and complex to implement, with potential interference from specific materials.

This technology would be used by administration for incoming goods and by operators for outgoing items, using portable barcode scanners. Additionally, management software could allow uploading of manuals and data sheets, making them available in the field by scanning a barcode with a smartphone.

Augmented Reality

Using headsets or smartphone apps, operators could receive directions on where to move within the warehouse to locate specific items, speeding up access operations. This would simplify inventory handling for less experienced staff.

Predictive Artificial Intelligence

Numerous predictive AI applications analyse historical data to forecast future trends. Applied to warehouse inventory, AI can help predict future component flows and support procurement decisions.

It is important to note that the more historical data available, the better the predictive model, particularly for materials unaffected by technological changes (e.g., fasteners and consumables). It is worth investigating whether to train the AI with historical data or start from scratch, accepting an initial period where predictions may not be possible.

Generative Artificial Intelligence

Modern large language models (LLM) can power chatbots that allow operators to interact using natural language. These tools can assist field operators who need installation or setup information without manually searching an index. Instead, they pose a voice query, leaving the AI to locate the information within data sheets.

Questionnaire Preparation and Distribution

The consultant will prepare a questionnaire to share the analysis and ideas with all relevant stakeholders within the company. The goals of this data collection are:

• Ensure the ideas are not perceived as imposed but shared with all relevant stakeholders.
• Provide as many opportunities as possible to uncover overlooked details that could inform future decisions.
• Enable feedback and comments on proposed ideas.

Like the quantitative monitoring questionnaire, this will be available online with adequate time for completion. Most questions will be multiple-choice, but text comments will also be encouraged. Additionally, a secure anonymous feedback box will be provided to encourage candid or critical input without fear of exposure.

Results Analysis and Workshop Agenda Preparation

The consultant will collect questionnaire results and prepare an agenda for the in-person workshop. This can take various forms:

• A discussion of pre-defined ideas to identify weaknesses, potential conflicts, or hidden opportunities.
• An evaluation of multiple options where management seeks an open discussion before making a decision.
• A brainstorming session to outline ideas, possibilities, opportunities, and conflicts under the consultant’s guidance.

For this case, the consultant will propose a discussion workshop to review the advanced proposals and feedback from the questionnaire, allowing for open dialogue.

The agenda will be shared with the client and participants well in advance, allowing time to respond to preliminary questions asynchronously.

Workshop Moderation and Results Collection

The workshop will be moderated by the consultant per prior agreements with the client and based on feedback received to date. The consultant will document key notes and unanswered questions for follow-up.

Further Prioritisation and Final Report

The consultant will synthesise the results of all activities into implementation recommendations, including cost-benefit analyses and resource and timeline estimates to inform management decisions.

If the workshop evaluates multiple options without a clear preference, the consultant will prepare a prioritisation questionnaire, allowing stakeholders to reflect and provide input on ranking the initiatives.

The final report will also include an analysis of collected data to measure the effectiveness of proposed initiatives, with recommendations for updates post-implementation. This concludes the consultancy under the current contract, with the potential for further collaboration on implementation, monitoring, or additional steps.

Case study #2: Operational Improvement in a Market Research Boutique Firm

This case study examines how a small market research firm addressed the trade-off between growing customization demands and maintaining efficient syndication processes. Through collaboration with the consultant, the firm identified key pain points, implemented solutions, and transformed its approach to client requests and data management.

The Request

During the initial introductory meeting, the client highlighted their challenge with the widely encountered trade-off between product customization and syndication. While every customer inevitably requests some level of data personalization, the client’s immediate concern is not simply whether to approve or deny these requests. Instead, their focus is on effectively capturing and tracking such requests to make more informed decisions about which to accept as exceptions, which to develop into syndicated product features, and which to decline.

Together, the client and the consultant identified a set of opportunities, both those currently underutilized and those that could be leveraged through desired changes.

This is happening now:

• Capture requests poorly, leading to lost insights or overlooked needs.
• Allocate development resources to low-return features while neglecting VIP client requests that could yield higher profits and strengthen relationships with tier-1 clients.

Missing the opportunity for:

• Personalize/target advertising messages to align more closely with customer needs.
• Prioritize feature development for highly requested changes or VIP client requests.
• Improve knowledge management to support employees handling customer interactions more.

The Collaboration Agreement

As part of the broader operational improvement initiative undertaken jointly by the client and the consultant, the consultant proposed a plan to address the following needs:

• Eliminate data fragmentation across scattered sources such as post-its, email inboxes, and similar tools.
• Provide a comprehensive view encompassing all clients, requests, dates, statuses, meeting outcomes related to the topic, and team members’ opinions.

Initial Assessment

Given the small size of the firm, the consultant and the client agreed to forego a broad survey and instead conduct an initial assessment through an email questionnaire, followed by a 60-minute interview with the person responsible for product development. The consultant prepared a set of standard questions covering marketing, product development, and client interactions, ensuring the format allowed for flexible and open-ended responses.

Consolidating the responses from the questionnaire and the follow-up interview, the key findings relevant to the case study are summarized as follows:

• Structured Marketing Plan: The firm runs regular advertising campaigns, maintains consistent social media engagement, and distributes newsletters. Analytics are performed through traffic monitoring and conversion tracking tools.
• Product Management: A simple yet organized product pipeline and lifecycle management system is in place.
• CRM Usage: The company subscribes to a SaaS ERP/CRM, which is utilized for tracking client contracts and deliveries.
• Client Interaction Logging: A shared spreadsheet is used to log all client interactions. Team members add entries in real-time, and given the relatively low volume, versioning conflicts have not been an issue.
• Customer Requests: Requests are received through various channels, including email, chat, and phone, at any time of day. These are logged either directly into the spreadsheet, or noted on paper if team members are away from their workstations.

Solution Design

The consultant reviewed the collected materials from a new perspective, reshaping them to outline a path toward addressing the identified needs. A list of proposed improvements was presented for discussion with the client:

Integrate the Product Management Workflow into the ERP/CRM:

• Enable visibility into each client’s subscriptions and the status of any product development they are subscribed to or interested in.
• Reduce overall data fragmentation by consolidating information.

Integrate the Marketing Plan into the ERP/CRM:

• Incorporate the lifecycle of client relationships, including contracts and marketing activities, to inform future marketing campaigns.
• Eliminate data silos by consolidating all marketing data within the ERP/CRM.

Integrate the Client Interaction Capture Mechanism into the ERP/CRM:

• Implement a system to record client interactions directly in the ERP/CRM, allowing for seamless mapping of captured information to existing ERP/CRM data.
• Further reduce data fragmentation and improve accessibility.

Provide Employees with a Structured Script for Product Modifications:

• Equip employees with a predefined script for calls regarding product changes to capture critical details, such as:

  • Expected outcome/benefit, and why cannot be done with the existing;
  • Proposed change that would (allegedly) return the expected outcome;
  • Urgency/desired timeline;
  • How often will be used and by whom;
  • Impact of not-doing it.

• Ensure questions are addressed during the initial interaction when clients are more willing to engage, rather than relying on follow-ups where client responsiveness may diminish.

Ensure the ERP/CRM Supports the Following Features:

• Customized Reporting: Facilitate detailed analysis of enhancements, client interactions, and development progress.
• Mobile Accessibility: Enable employees to log interactions in real-time, even when they are away from their laptops.

Create Dedicated Reporting Mechanisms:

Develop reports tailored to track and analyze client lifecycle data, marketing effectiveness, and product development status.

Solution discussion

The consultant designed a questionnaire to distribute among the company’s employees to gather their feedback, recognizing the importance of their input as the end users of the proposed solutions. The questionnaire outlined the costs and benefits associated with each proposal and included the following questions:

• What do you see as the strengths of this proposal?
• What are your concerns or objections? What potential issues do you foresee?
• Is there anything related to this proposal that you would like to suggest?

Additionally, the questionnaire provided a link to an anonymous feedback form to encourage candid responses and foster discussions about potentially sensitive topics.

The responses were gathered, compiled into a report, and presented to management, who decided to proceed with all the proposed suggestions.

Execution

• The consultant was granted access to the ERP/CRM and internal documents, including logs tracking marketing efforts and product development activities. This provided a comprehensive understanding of the current data structure to plan the migration.

• Collaborating with the team, the consultant finalized a detailed list of relevant metrics to track for each customization request, such as urgency, potential impact, resource requirements, and alignment with strategic goals.

• The consultant merged the product development data into the ERP/CRM, incorporating custom dimensions to monitor and manage customization requests, ensuring all information was centralized and easily accessible.

• Utilizing the ERP/CRM’s customization features, the consultant created tailored forms and workflows to capture client interaction data. These forms were integrated directly with the ERP/CRM and product management tools to streamline operations and maintain consistency.

• To illustrate the value of the integrated data, the consultant developed a set of initial reports. These allowed the team to cross-analyze the newly tracked customization dimensions and gain actionable insights into client needs and operational processes.

• The consultant collaborated with the ERP/CRM provider to design a custom training program for the firm, focusing on creating and managing custom reports, empowering the team to maximize the ERP/CRM’s potential.

• A simple cheatsheet outlining a script for handling customization requests was created. Printed copies were distributed to employees, who were encouraged to keep them accessible at their desks for immediate reference.

Conclusion

This structured approach enabled the firm to enhance its customization request processes and strengthen its overall operational efficiency.