Harnessing data and AI commercially for growth and new business in consultancy
McGinley, Thomas (2021)
Lataukset:
Pro gradu -tutkielma
2021
School of Business and Management, Kauppatieteet
Kaikki oikeudet pidätetään.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202103308869
https://urn.fi/URN:NBN:fi-fe202103308869
Tiivistelmä
This qualitative case study explores the phenomenon of data and AI in the context of consultancy, and how these strategic digital assets can be commercially harnessed for growth and new business. Through 12 semi-structured interviews, accounting for various internal and external perspectives affiliated with the case company Futurice, this research uncovers which Futurice-specific data and AI assets, along with which commercial modes or formats, might effectively deliver scalable and sustainable value to clients in the future. Additionally, several potential firm and client benefits related to Futurice-specific nascent concepts are proposed.
The findings indicate the key concepts of data and AI monetization and provision, as well as business model innovation, remain elusive in the context of consultancy, especially in terms of asset-based thinking. Both consultants and clients alike suffer from myopia, failing to envision new and innovative commercial delivery modes and formats outside of servicedominant logic. As a result, current data and AI assets will have to be bundled into existing delivery offerings until a consultancy firm can showcase tangible benefits, which represent standalone opportunities instead of second-leg extensions. Put differently, asset-powered consulting services aimed at improving and wrapping analytics around offerings rather than explicitly selling insights is more desirable in the eyes of clients. For now, potential benefits regarding data and AI assets are largely hunches over proven, but should be directed at unlocking a data-informed culture and transformed business for the future characterized by new and innovative avenues and ecosystems.
The findings indicate the key concepts of data and AI monetization and provision, as well as business model innovation, remain elusive in the context of consultancy, especially in terms of asset-based thinking. Both consultants and clients alike suffer from myopia, failing to envision new and innovative commercial delivery modes and formats outside of servicedominant logic. As a result, current data and AI assets will have to be bundled into existing delivery offerings until a consultancy firm can showcase tangible benefits, which represent standalone opportunities instead of second-leg extensions. Put differently, asset-powered consulting services aimed at improving and wrapping analytics around offerings rather than explicitly selling insights is more desirable in the eyes of clients. For now, potential benefits regarding data and AI assets are largely hunches over proven, but should be directed at unlocking a data-informed culture and transformed business for the future characterized by new and innovative avenues and ecosystems.