Caipability
AI readiness that earns you the right to be believed.
Every leadership team is stuck on the same two questions. What is our AI proposition? Why is nothing we try landing?
The answer is uncomfortable. You cannot sell AI to your customers until you have done it to yourself first. Caipability takes you on that journey.
Book a time to talkHow do you build an AI proposition the market will actually buy?
You build up to it. You do not skip to it.
Companies are stuck at the bottom trying to work out what the top looks like when they have not even stepped on the mountain.
You climb it in four steps and each one earns the next.
To sell AI, you have to run on AI first
You cannot put a proposition in front of customers until your own operations and your culture already run on AI. These are the steps companies take, in order, and not one of them can be skipped.
Get your team aligned
Your leadership comes out of a half day with one shared view of AI, your operations, your culture and your responsibilities, clear on where the real risks and opportunities sit.
Build it for yourself
You turn your own operations over to AI and build the tools that take the cost and the grind out of the work nobody wants to do. One build at a time, into production, no new debt.
The mindset shift
You see where AI is taking your market and what your customers will need before they ask for it. The old moats are gone, so you move first and take the ground while it is there.
Your AI proposition
You build the proposition your customers need, often before they know they need it, and you take it to market at a pace your competitors cannot match.
First, get your people fluent
Most teams use a fraction of what AI can do. They chat with it and stop there. We take your leadership from the basics to actually building with the tools, with the dos and don'ts that keep it safe. The proposition comes much later, once your people can genuinely do AI. You do not jump to it.
Harnessing AI
Your leadership comes out speaking one language, clear on what AI is, what it is good at and where it gets things wrong. You do the work in the room, testing the tools and building with them, and you leave with your own set of AI principles and a clear view of what to build first, who owns it and where the risk sits.
- What AI really is, the types of AI and the hype against the operating reality
- The secret cyborg problem, where your people already use AI and do not tell you
- The jagged frontier, where AI is brilliant, where it quietly fails and when not to use it
- Hands on with the tools, building live and directing the machines rather than playing with them
- Ownership and governance, what AI can be, what it must never be and who owns it in your organisation
- Your own AI principles, the guardrails and a 90 day plan for what to build first
Your AI Proposition
With the groundwork done, we point all of it at your business. We bring your people together, work out what your customers really need and build the proposition that meets it. Then we map how you take it to market at speed, how you run it and how you get it through the gates, so you move while your competitors are still deciding.
- What your customers really need that they cannot do for themselves
- Where your customers sit on their own AI journey, so you can meet them there
- The value you can bring using the expertise, the IP and the products you already have
- The proposition packaged, with the path to take it to market and sell it
- How you move first and grab the ground while your competitors are still deciding
Who you'll be working with
I chair the City CIO Club in London and write about AI developments in The Executive Summary, a newsletter read by CEOs of fast-growth companies and PE investors.
As a behavioural futurist I write and speak on how AI is reshaping demand, and what makes people act, buy and change.
I loved the discipline of journalism. A blank page every morning. A full one by deadline. And it had to be right for the reader.
I wrote about business and technology for the Financial Times, the Economist Group and the Daily Telegraph. Then I left and built a digital media company. Tech firms soon asked how I was winning readers faster and cheaper than they could reach their own. I showed them and I realised they had a bigger problem. Their messaging was weak and they were losing huge deals because they could not tell a good story.
So I built a second business to help companies align around the story their customers buy. Today that is The Proposition. Through it I have helped CEOs and their teams win in sales, fundraising, deals and exits. I love the pace. I thought leaving journalism would slow my travel down. It did the opposite.
The companies I work with are mostly Fortune and FTSE names. I led transformation programmes inside Virgin Money and Thomas Cook, and I have advised teams at IBM, Google, Microsoft, Cisco, Cognizant and Equinix.
If you would like to talk, drop me a line or book a call.
Tell me where your team is right now
Book a time and we will work out your first step together.
Book a time to talk