The owner sees the need to reduce costs. They also feel responsible for the people who built the business. Verenth examines the organisational and human possibilities together.
The delivery model is changing. The team still has potential.
In this scenario, an agency can deliver parts of its production work faster and at lower cost using AI. Its existing staffing model is becoming difficult to sustain. The owner is considering reducing the team, but knows the experience, client relationships and commitment those people bring.
What must the organisation become?
Examine customer needs, the value of the offer, delivery economics and the work technology can perform. Test whether a different operating model could strengthen the agency’s position.
Where could its people create value?
Understand individual capabilities, aspirations and readiness. Examine evolved roles, new services and opportunities beyond the agency alongside the organisational options.
THREE POSSIBLE PATHS
Explore what the assessment could reveal.
Different people may follow different paths. These are alternatives to assess with them, rather than predetermined outcomes.
01
Evolve the role within the agency
+
What we discover
The agency finds that clients need greater judgement, assurance and accountability as production becomes easier to automate.
The human and organisational transition
Assess suitable team members for client advisory, quality leadership or directing technology. Use Human Acceleration to develop the relevant judgement and skills, then test delivery with real client work.
Evidence to review
Client value, service quality, role competence and viable delivery economics.
02
Build a new commercial role together
+
What we discover
The team holds specialist knowledge that could support a new offer or a complementary enterprise.
The human and organisational transition
Validate a buyer need before designing the role. Prepare a team to pilot the service, or explore an independent partnership where the individuals want that path and the enterprise can be viable.
Evidence to review
Buyer commitment, paid delivery, repeat demand and clear responsibilities. Independence must offer real agency, rather than simply transfer operating risk.
03
Prepare a supported move beyond the organisation
+
What we discover
Some work no longer has a sustainable place in the future agency, and suitable internal roles are unavailable.
The human and organisational transition
Begin preparation early. Define individual capability and opportunity pathways, including other employment, E-BRIC projects or enterprise activity where appropriate. Review economic readiness and the support still needed.
Evidence to review
Demonstrated capability, credible opportunities and evidence of income where available. Training completion alone does not establish self-reliance.
A PROPOSED FIRST INTERVENTION
Test one future role before scaling the change.
The agency’s pilot
Choose one service where technology can improve delivery and human judgement can add value. Define the commercial proposition, workflow, accountable sponsor and performance baseline.
The people’s pilot
Invite suitable team members to help design the new responsibilities. Assess development needs, provide relevant acceleration and test the role through supervised delivery.
The next decision
Review the service economics and client experience alongside individual capability, preferences and readiness. Extend what works, revise what does not and make unresolved transition needs explicit.
