Outcomes
The engagement delivered a materially improved understanding of digital commercial models across the regional leadership team, broadening solution owners’ perspectives on the revenue potential of their individual initiatives. Five initial priorities for commercialisation were agreed from a portfolio of twelve solutions under development, providing the focus the business needed to move from incubation to market. Key gaps in understanding were identified and defined, including the detailed business cases and operating model definition needed to support the agreed priorities, with clear next steps established for governance and roadmap development.
Background
Twelve digital solutions were under incubation across the business, but the organisation lacked the commercial framework needed to prioritise, sequence, and bring them to market effectively. The threats and opportunities of digitisation were understood at a strategic level, but the regional leadership team had not yet developed a shared, grounded understanding of how digital business models actually work or how comparable organisations had successfully monetised digital services.
Without that foundation, even well-designed digital solutions risked failing to reach their commercial potential. The gap between innovation and revenue was real, and closing it required both a change in thinking at leadership level and a clear set of commercial priorities to act on.
Curzon Approach
Curzon designed and delivered a leadership workshop to bring digital commercial reality to life for the regional leadership team. Rather than presenting abstract strategy, the session drew on case studies of successful technology companies to illustrate how digital business models actually work and how services are monetised in practice. Traditional and emerging competitor examples grounded the discussion in the client’s own market context.
In parallel, Curzon developed a set of solution canvasses summarising key information and observations across each of the twelve digital solutions currently under development, giving the business a consistent, comparable view of its innovation portfolio for the first time. The twelve solutions were then analysed against four dimensions: potential revenue size, relevance across business lines and service lines, geographic applicability across the region, and stage of development. From this, an initial set of five priorities for commercialisation was proposed and agreed, giving the organisation a clear and defensible starting point for its go-to-market effort.
The engagement closed with an honest identification of the remaining gaps: the detailed business cases still needed, the operating model for monetisation still to be defined, and the governance and roadmap processes required to take the priorities forward. Clarity about what remained to be done was as valuable an output as the decisions already made.
