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.