01
The operation first.
The common mistake is starting with the technology and looking for a problem to fit it. We work the other way round: your workflows, your bottlenecks, and only then whether AI is the right tool at all.
A SECOND OPINION BEFORE YOU COMMIT
AI Strategy & Advisory
You leave with a direction your leadership team can decide on: what is worth building, what should wait, and what deserves a no. We start in your operation, not in the technology, and we earn nothing from your technology choice. The work is priced as a defined engagement at a fixed price.
THE THESIS
AI strategy written to be run, not read.
Most AI strategies are written to impress. They tour the technology and end in a roadmap no one owns. Then they are filed. The organisations that get AI into operation rarely have the thickest document. They have the clearest decisions: which use cases, in which order, with which owners, against which criteria.
That is the strategy work we do. It starts in your operation and the bottlenecks actually in front of it, prioritises the initiatives that can reach production, and is written with the criteria for running them. Strategy is where it starts. Operation is where it's won.
FOUR PRINCIPLES
How we advise on enterprise AI strategy. A no included.
02
A no is a deliverable.
Sometimes the answer is a language model. Sometimes a simpler automation. Sometimes it is to hold off entirely. We are paid for the advice, not the build, so we can afford to say so.
03
The whole organisation, not just the boardroom.
Direction is decided in the leadership team, but a plan built on the leadership's self-image alone is a plan that stalls. We measure where the organisation actually stands before we recommend.
04
No return promised before the analysis.
A supplier who quotes a percentage before seeing your data is selling a story, not a diagnosis.
EXECUTIVE SESSIONS
Session or workshop. The difference is the decision.
Strategy is decided in the leadership team, so that is where we deliver it. An executive session puts your actual AI portfolio, your accountability and your decision points on the table, in your language, at leadership pace. A leadership workshop goes further: prioritisation, direction and ownership settled in the room.
These sessions are delivered by Ampliro, by the consultant who does the client work, not by a training department. Role-specific programmes for the wider organisation run through AIUC, our education arm.
WHEN THE PLAN ALREADY EXISTS
A group directive is not a plan for you.
Sometimes the strategy already exists: a directive from group headquarters, a vendor's proposal, an internal team's plan. What you need is an independent read. Does it hold in your operation, with your data, under your rules, at that price?
That independent read is the core of our AI advisory services. We have no partner programmes and no stake in whether the build goes ahead, so you get the answer straight.
WHERE IT LANDS
Strategy isn't bought separately. It comes inside the engagements.
Strategy here is not a separate product to buy and file. It is delivered through defined engagements: the AI Readiness Assessment when you need the diagnosis and the plan, pre-studies when the question is bigger, and advisory alongside implementation when the build is underway.
When what you want is a standing counterpart rather than a project, that is Fractional AI Leadership. No retainer required for anything else.
PROOF
Delivered where direction was set.
Our strategy and advisory work includes AI pre-studies for Arbetsgivarverket and Trygghetsstiftelsen, AI strategy, a leadership workshop and PoC analysis for CWS Sweden, and executive sessions for the leadership team at Getinge. The consultant who leads your engagement is the person who delivered those.
QUESTIONS
Before you commission a strategy engagement.
An AI strategy is the decision about what you will do with AI and in what order: which use cases are prioritised, who owns each one, what they may cost, and the criteria they will be run against. It also has to say what you will not do. A strategy that tours the technology without naming owners and an order is an overview, not a strategy, and that is the common version. The test is simple: if the document can be filed without anything stopping, it was not a strategy.
An AI strategy engagement from Ampliro delivers decisions rather than a deck: prioritised use cases, a named owner for each initiative, an investment order, and the criteria each initiative will be run against. We have delivered AI pre-studies of this kind for Arbetsgivarverket and Trygghetsstiftelsen, and AI strategy with a leadership workshop and PoC analysis for CWS Sweden. If a document can be filed and forgotten, we consider it unfinished.
An AI strategy answers what you will do and in what order. The AI Readiness Assessment is the work that produces the basis for that answer: baseline, prioritisation, requirements and design, and a decision basis for the leadership team. Most organisations therefore need the assessment first, and the strategy falls out of it. If you already have a basis you trust, you can go straight to the direction work.
A group AI strategy gives direction, but it is rarely a plan for one business unit: your data, your systems and your own obligations. The AI literacy requirement in Article 4 of the EU AI Act has applied since 2 February 2025, and it follows whoever provides or deploys the system, which is usually your unit rather than group headquarters. We translate the directive into a unit-level plan with a priority order and a named owner per initiative, and we say so where it does not fit.
Yes, an independent review of a vendor's AI proposal is a separate engagement at a fixed price. We hold no partner programmes and no stake in whether the build goes ahead, so we sit on your side of the table. We read the proposal against your operation, your data and your rules, and against the EU AI Act as it applies to you. The deployer obligations stay with you, whichever supplier builds the system.
An executive session on AI strategy puts your actual AI portfolio, your accountability and your open decisions on the table, in your language and at leadership pace. The regulatory calendar is part of what becomes a decision: the transparency obligations in Article 50 of the EU AI Act apply from 2 August 2026, and the Annex III high-risk requirements from 2 December 2027. We have delivered these sessions for the leadership team at Getinge. Scope and format are agreed in a scoping call.
No, we do not price AI advisory by the hour. The work is sold as defined engagements at a fixed price agreed before we start, and if it takes longer than we expected, that is our cost rather than yours. The same model covers the AI Readiness Assessment, pre-studies of the kind we delivered for Arbetsgivarverket, and the independent review of a vendor proposal. If you want a standing counterpart instead of a project, that is Fractional AI Leadership.
INSIGHTS
Recent analysis on this work.
The technology
Why last year's benchmark figure cannot be compared with this year's
The model releases got the attention. Meanwhile almost every serious measurer published a correction to its own instrument, and one withdrew its measure entirely. That decides how a vendor's figure should be read.
Read the analysis
Decision support
Who gets the hour AI saves
71 percent of in-house counsel expect their outside firms to change commercial models. 28 percent of law firms have changed pricing in response to AI, and in that distance it gets decided whether the gain becomes a discount or a margin.
Read the analysisBring us the decision, not the technology.
The best first conversation is about a decision you face: an investment, a directive, a direction that stalled. One conversation settles whether the next step is an assessment, a session with your leadership team, or a second opinion. If the honest answer is to wait, you will hear that too.