/CASE STUDIES
An AI roadmap the board has actually seen realised
Sixteen initiatives, three horizons and a sequence leadership could use to decide what to fund and what to decline.
- /YEAR
- 2025
- /INDUSTRY
- Sports consultancy
- /TEAM
- Leadership,Service-line leads
- /CLIENT
- Leadership knew AI mattered, but experiments, data priorities and investment choices were fragmented.
- /KEY QUESTION FOR COOSMO
- "What should the company fund first, who should own it, and which products should it avoid?"
- /ACTION
- We translated leadership roundtables and process evidence into 16 sequenced initiatives across three horizons.
- /IMPACT
- The Leadership Steering Committee adopted the roadmap; a Head of Data & AI was later added as an observed organizational change.
/COLLABORATION
From competing priorities to explicit choices
The assessment combined leadership roundtables with bottom-up evidence from the service lines. It surfaced where priorities aligned and where access to data, ownership and operational bottlenecks still diverged.
The result was not a catalogue of tools. Each initiative was sequenced, assigned a horizon and connected to the operating foundations required to make it viable. The work also made it possible to decline oversized enterprise-search products that did not fit the company's stage.
/OUTCOMES
A roadmap leadership could use to govern investment
The roadmap organised 16 initiatives across three horizons, from immediate operational efficiency to longer-term productised services. It was presented to and adopted by the Leadership Steering Committee.
The company later hired a Head of Data & AI. We present that as an observed organizational change following the roadmap, not as an outcome caused by Coosmo alone.
- 16
- initiatives sequenced in the roadmapVerified
- 3
- delivery horizonsVerified
- 1
- Head of Data & AI later added by the companyObserved
/WHY IT WORKED
Why it worked
- 01
Top-down and bottom-up
Leadership ambition was checked against the constraints and priorities of the people doing the work.
- 02
Sequenced, not aspirational
Every initiative had a horizon and dependencies, turning ideas into decisions.
- 03
Saying no created value
The roadmap clarified which products were too large or too early for the company's needs.
