AI Value Creation Action Plans
Midici helps a portfolio company find its “low-hanging fruit” for quick AI wins, and choose the seeds to plant today for long-term AI transformation. We deliver a plan in two parts: the AI projects ripe enough to pay off in the next 90 days, and the longer-term bets worth planting now so they move your core metrics in the years ahead.
Most AI assessments measure how you compare, not how to drive results
Midici's approach focuses on helping you build a concrete plan for getting measurable operational value out of AI across each function in your company (Marketing, Sales, Engineering, Product, Support, Retention) with prioritization based on what opportunities will move your P&L most.
How we score each team and the organization
We score each team function, such as sales, support or engineering, on five dimensions against a written rubric, and its lowest score shows what to fix first. We also score the organization as a whole on its leadership and AI strategy, which sets the conditions every team works within.
Each team function
- Process maturity
- How consistently core workflows are documented, owned and repeatable enough for AI to improve them.
- Data and systems readiness
- Whether the data and systems a team relies on are connected and reachable by AI tools.
- Current AI adoption
- What the team uses AI for today, based on usage data rather than self-reporting.
- Team change appetite
- How ready the team and its leaders are to change how they work, and to lead that change.
- Opportunity density
- How many high-value, measurable AI opportunities sit in the team's day-to-day work.
The organization overall
- AI strategy and investment
- Whether leadership has set a clear AI strategy for the organization and committed the budget and people to deliver it.
- AI governance and risk
- How the organization manages AI use, data access and risk. Weak governance limits the organization's overall score.
The Midici AI Value Creation Plan Process
Interviews, weeks 1–2
We speak first with the CEO, then with four to six functional leaders, then with the people they point us to, and with whoever owns finance, IT and security. Each conversation lasts about an hour and starts with where work slows down, before AI is discussed. Interviews tell us where to look.
Instruments, weeks 1–3
Every team in scope completes a 15-minute survey covering AI usage, workflows and tools, and engineering teams complete a developer survey that separates stated intent from actual behavior. The results show whether what we heard in interviews holds across each team.
Investigation, weeks 2–3
Where interviews and surveys disagree, we review system data directly: support tickets, project timelines, CRM stages, repository activity and tool usage logs. This is also where we record the baselines the 90-day plan is measured against.
Insights, weeks 3–4
We share the findings with your team and build the 90-day plan together: which projects to run, who owns each one, and the rules for deciding at day 90 whether to scale, adjust or stop. The CEO reviews everything privately first, and we then hold readouts for the leadership team and for the company's investors.
What you get: an AI Value Creation Action Plan
A current-state snapshot
Each team's five scores, a description of what top performance looks like for that team, and its binding constraint. A side-by-side view shows which constraints are shared across teams, so they can be addressed once.
A scored inventory of opportunities
Every AI opportunity we find, tied to a value creation lever and scored on value, readiness, speed, measurability and adoption. Each receives one of four verdicts: the 90-day plan, the next wave, baseline first, or hire.
Recommended projects for each opportunity
For every opportunity worth pursuing, we recommend one or more projects to capture it. The ripest one or two go into the 90-day plan, and the rest are sequenced into the next wave.
What every project specifies
Each project is defined on a single page, so the day-90 conversation is a readout against numbers agreed at the outset.
- Lever
- The value creation lever it moves: revenue growth, retention, margin, risk or the exit multiple.
- Path
- How the change in the work moves that lever, step by step.
- Leading metrics
- Early signs it's working, checked at days 30, 60 and 90.
- Trailing metrics
- Whether it moved the business, measured against the baseline at day 90.
- Owner and term
- A named owner inside the company, and a fixed 90-day term.
- Investment and capacity
- What it costs, and where the time it frees up will go.
- Decision rules
- Agreed on day one: scale, adjust or stop, depending on the numbers.
Case study
See how we turned 30 opportunities into three flagship programs for a group of three companies
Building one AI roadmap for a growth-equity-backed group of three companies in three countries
Questions we often hear
Who commissions it?
Usually the PE or growth equity sponsor, with the company's CEO as the internal sponsor. A company can also commission one directly.
What happens after the readout?
An owner inside the company runs the 90-day plan, and we return at day 90 to measure results against the baselines. Our AI Enablement & Custom Development team can help deliver the projects in the plan.
