A number on the AI question, role by role
Scores how much of a job role AI can accelerate or replace, then rolls the scores up across every role in the organisation. The output is a business case, not an opinion.
The short version.
Scores the role, not the tool
Each role is broken into the work it actually contains, and each piece is scored for how far current AI can accelerate or replace it. The unit of analysis is the job, which is the unit the operating model is built from.
Rolls up to an organisation view
Role level scores aggregate by team, function and entity, so the question stops being whether AI matters and becomes where it matters first and by how much.
Produces a defensible number
The output is an investment case with the working shown: which roles, which tasks, what the exposure is, and what the change would be worth. A number a board can interrogate rather than a claim it has to trust.
Where this earns its place.
- Leadership teams being asked what AI means for the organisation, who need an answer with evidence under it.
- Operations leaders deciding where to apply AI first, rather than everywhere at once.
- Businesses building an AI investment case that has to survive a board conversation.
Into your estate, not ours.
- Runs against the organisation's own role and process data, inside its own infrastructure.
- Delivered as part of an engagement rather than as a separate licence.
All of it.
The scoring model, the role breakdown and the investment case. They are yours, and they can be re-run as the technology moves.
Accelerators, not software to rent. They come with the engagement rather than as a separate licence.
The other accelerators.
D365 Usability Analytics
Click path analysis for the ERP. Records how long each process step really takes, in the client's own tenant, and shows where users are struggling.
ServiceOps
Field service for utility networks, installed on the client's own tenant and managed by Ionyze. Built for the work engineers actually do on site.
Standard Process Frameworks
A bank of standard processes we implement, so a client adopts common practice instead of inventing its own definitions.