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The new economics of cognition, put to work.
AI has made understanding and judgement scalable across the enterprise. We work with the C-suite of Swiss enterprises to redesign how the business operates, and to turn that capability into lasting financial performance.
The opportunity reaches far beyond productivity.
AI can now read, compare and reason across the information a business runs on, from contracts and orders to reports, service records and correspondence, at a scale and cost that were out of reach until very recently. For leadership teams, that opens a new question: what could the organisation achieve if every part of it could draw on everything it knows?
How we think about itWhat has changed
The economics of cognition have collapsed.
For the first time, the work of understanding a business, gathering information, interpreting it and forming a judgement, can be scaled at marginal cost.
Its reach goes well beyond the boardroom. Every day, thousands of small judgements shape results: which order to prioritise, which quote to adjust, which customer to call, which asset to service. Each of them can now draw on everything the organisation knows.
Better tools and faster individuals bring incremental gains. Redesigning how the business works to use this capability is where the step change lies.
- Better toolsIncremental
- Faster individual workIncremental
- Redesigned workflowsStep change
- Cognition at scaleStep change
Where it changes the numbers
Across the business, wherever results depend on judgement.
Commercial and growth
Launches, markets, pricing, promotions and complex bids.
Product and engineering
Customer programmes from design-in to series production.
Operations and supply chain
Capacity, order backlog, inventory and cost to serve.
Service and installed base
Service, replacement and lifecycle value across the installed base.
Investment and networks
Sites, stores and capital commitments across the network.
Operating model and governance
How functions, roles and decision rights work when AI does the reading.
How we work
Designed with the executive team. Proven in the numbers.
We work with the executive team to find where this capability moves the numbers most, redesign the operating model, workflows and decisions to use it, and prove the result with Finance before it is scaled.
Start from the economics
Every engagement begins with a financial outcome the executive team cares about, and works back to the change that delivers it.
Build on what exists
Your systems, teams and partners remain the foundation. We add the capability that changes the result.
Prove it, then scale it
We start focused, measure with Finance, and scale what delivers.
Field notes
Operating problems we work on in Swiss enterprises
From design-in to series production
A Swiss maker of customer-specific components wins many design-in projects. Only some reach volume. Which ones deserve scarce engineering capacity?
3 min readField note · Machine buildingThe major machine order
For a Swiss machine-tool builder, margin is set when a large order is accepted and made or lost in engineering and commissioning.
3 min readField note · Industrial equipmentTurning a record order book into cash
A record backlog is good news, until components, production slots and specifications decide which orders actually turn into revenue.
3 min readFor the C-suite
Where could AI move your numbers?
We advise executive teams of Swiss enterprises on how to approach AI, where to invest, what to change first and how to measure it, and work alongside them to deliver the financial result. A first conversation is the quickest way to see where your largest opportunity lies.