Bring the evidence into one room
Ascent findings, process knowledge and financial assumptions are presented in a common format. Participants can see which figures are measured, which are attested and which are still benchmarks or estimates.
A2 / Alignment
A portfolio the whole team
can stand behind.
Turn Ascent discovery into a small set of funded priorities, with the business owners, measures and delivery pods needed to test them.
Working workshopEngagementA2 / AlignmentWhere it fits
Fox IT India / AI Opportunity PrioritisationThe challenge
A ranking only helps when people agree what it means.
A scored list can still stall if finance, business and technology have different views of the evidence or the cost. The workshop examines the shortlist together and makes the trade-offs explicit before work is assigned.
01Use cases are ranked but no one owns the decision
02Value estimates are challenged after approval
03Teams start pilots without a shared test or stopping rule
The decision this work supports
Make the next commitment with the evidence in view.
Prioritisation is the moment an opportunity portfolio becomes a commitment. The workshop does more than reorder a list. It gets the people who own value, delivery and risk to examine the same evidence, choose a limited set of initiatives and define what each must prove before more funding is released.
Inside the engagement
How the work actually happens.
The sequence is adapted to the challenge, while each decision and output remains visible to the people who will own the result.
Challenge the economics
Business and finance owners test the expected benefit, total cost and payback horizon. Technology and process owners challenge feasibility and the effort required to change the work. Disagreement becomes an explicit item to resolve, not a hidden average score.
Choose a small set of bets
The group separates opportunities ready for a sprint from those that need more evidence or should be parked. The shortlist reflects strategic value, feasibility, urgency and the organisation's capacity to execute.
Create delivery pods
Each chosen opportunity receives a sponsor, a process owner and a cross-functional pod. The pod gets a first test, a measure of success and a gate at which leaders will decide whether to continue.
What changes
A validated portfolio with accountable next steps.
The result is a clearer decision and work your team can use after the engagement.
Priority portfolio
The use cases selected for further work and the reasons behind each choice.
Decision record
The evidence, assumptions and unresolved questions leaders agreed to carry forward.
AI pods
Small cross-functional teams formed around the chosen opportunities.
Test plan
The measure, owner and next gate for every funded idea.
The tangible outputs
Documents and evidence that travel with the work.
Every deliverable has a purpose in the next decision. Fox IT will agree the exact format with your team before the engagement begins.
Approved shortlist
The selected opportunities and the reasoning behind them.
Assumption register
The numbers and conditions that still need proof.
Pod charters
Owners, roles, scope and decision gates for the next piece of work.
Investment sequence
A practical order for tests based on capacity and evidence needs.
The working team
The right people need to shape the answer.
Leadership teams with a discovery portfolio that must become a funded and owned programme of work.
- Executive sponsor
- Business and process owners
- Finance partner
- Technology, data and risk leads
What to prepare
Bring the Ascent portfolio or an equivalent discovery set, plus the business measures and owners behind the top ideas. If the evidence is thin, the workshop can identify the missing information before a funding call is made.
Ways to work with Fox IT
Choose the level of support the team needs.
Portfolio workshop
A facilitated decision session for one organisation or business unit.
Programme cadence
Repeated prioritisation reviews as new evidence enters a larger AI portfolio.
Common questions
Questions to settle before you begin.
Good work starts with clear expectations about scope, people, evidence and the decision at the end.
Does the highest score always win?
No. A score makes the trade-offs visible. Strategic constraints, execution capacity and evidence quality still matter, and leaders should be able to explain any override.
How many use cases should we fund?
That depends on capacity and the quality of the cases. The workshop favours a manageable set with named owners over a long list that cannot be delivered.
What if finance disputes the benefit estimate?
Record the disputed assumption and define a test. A use case can move into a small evidence-gathering step without approving the full investment.
What is an AI pod?
A temporary cross-functional team formed around one opportunity. It includes the people who own the work, can build the test and can judge the result.
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