Every opportunity runs through the same operating model. It is deliberately lightweight: enough structure to compare, prioritize, and measure cases consistently — never so much that it slows the work down.
Intake model
The Lab maintains a structured intake process so opportunities can be compared, prioritized, and tracked consistently. Intake is the front door — it secures an owner, a problem, and a measurable intent, then hands a well-formed case into discovery. See Engage the Lab for the full intake template.
Case lifecycle
Each case moves through eight stages, each with an explicit exit criterion. A case never advances until its current stage is genuinely complete.
| Stage | Meaning | Exit criteria |
|---|---|---|
| Intake | Opportunity identified | Stakeholder, problem, and owner identified |
| Discovery | Current state understood | Workflow, pain point, and success metric documented |
| Prioritization | Value and feasibility assessed | Case accepted, deferred, or rejected |
| Design | Solution approach defined | Proposed solution, owners, risks, and plan documented |
| Build / Implement | Work is actively delivered | Pilot or production-ready solution completed |
| Adoption | Stakeholders begin using solution | Users trained, rollout complete, feedback loop active |
| Measurement | Impact is assessed | Before / after results documented |
| Scale / Close | Case is expanded or completed | Learnings captured and next step defined |
Where is your case stuck?
Select the stage that sounds most like yours, then send the stuck point.
Measurement framework
Measurable or it does not count. Impact is measured at three levels so a single win and a whole portfolio can both be read clearly.
Case-level impact
Each case defines its own success metrics before implementation and reports results after. Examples:
- Hours saved per week
- Reduction in manual handoffs
- Faster response time
- Increased conversion
- Improved lead qualification
- Reduced cost per transaction
- Reduced reporting time
- Improved data completeness
- Fewer operational errors
- Faster stakeholder turnaround
Program-level impact
Related cases group into programs — sales acceleration, customer experience operations, revenue operations, workflow automation, data quality, cost optimization, and more. Programs are where small, well-measured wins compound. See the programs in the portfolio.
P&L-level impact
Where possible, programs map to the business’s P&L structure — so leadership understands not just what was delivered but what business outcome changed: revenue influenced, margin improvement, labor cost avoided, operating cost reduced, pipeline accelerated, conversion increased, capacity created, risk reduced.
Value types
Every case names a primary value type:
Time
Hours returned to the people doing the work — fewer manual steps, faster turnaround.
Cost
Operating cost removed and capacity reclaimed without adding headcount.
Revenue
Pipeline accelerated, conversion lifted, revenue recognized sooner.
Risk
Fewer errors, tighter controls, reduced operational and compliance exposure.
Experience
A better day-to-day for employees, stakeholders, partners, and customers.
And how that value shows up
A measurable change you can point to — e.g. fewer FTE hours on a task.
A contribution to an outcome — e.g. a faster sales cycle.
A capability that unlocks future value — e.g. better data quality.
Know what should improve, but not how to prove it?
Send the metric or proxy you care about. We'll help turn it into a measurable case.
Governance
Lightweight governance designed to create clarity without slowing execution. Standing review topics include: new opportunities, active case status, blockers and decisions needed, stakeholder feedback, adoption progress, measurement results, opportunities to scale, and P&L impact visibility.
Recommended review cadence
| Meeting | Audience | Purpose | Cadence |
|---|---|---|---|
| Lab working session | Lab owner + active stakeholders | Move cases forward | Weekly / as needed |
| Stakeholder update | Case stakeholders | Share status, risks, next steps | Biweekly |
| Portfolio review | Sponsor / leadership | Review priorities, progress, and impact | Monthly |
| Business impact review | Leadership / finance partners | Review measured outcomes and P&L relevance | Quarterly |
Roles and responsibilities
Transformation is a team sport. Each engagement is clear about who owns what.
| Role | Responsibility |
|---|---|
| Lab Lead | Owns the Lab operating model, portfolio, stakeholder coordination, delivery path, measurement framework, and reporting. |
| Executive Sponsor | Provides strategic direction, prioritization support, escalation path, and organizational advocacy. |
| Business Stakeholder | Owns the business problem, defines success, supports adoption, and validates impact. |
| Technical / Data Partners | Support feasibility, implementation, integration, security, data quality, and maintainability. |
| Finance / Analytics Partners | Support measurement, business case development, and P&L impact validation where applicable. |
| End Users | Participate in discovery, testing, feedback, and adoption. |
Reporting model
Reporting is maintained at three levels so the right audience sees the right view.
Active case reporting
For each active case: current stage · stakeholder owner · target outcome · key decisions · risks or blockers · next milestone · expected impact.
Portfolio reporting
Across all cases: number of active and completed cases · cases by program · cases by function or P&L · delivery velocity · adoption status · blockers requiring leadership attention.
Business impact reporting
For completed or scaled cases: hours saved · cost avoided · revenue influenced · margin improvement · cycle-time reduction · adoption rate · stakeholder satisfaction · lessons learned · recommended next investments.
Have a workflow that fits this model?
If you can name the problem, the owner, and what “better” would look like, the rest is what the Lab does for a living.