1. Core parameters
1.1. Goal
1.1.1. Development of a business field for AI
1.2. What am I measuring?
1.2.1. How advantageous a business orientation towards AI would be
1.3. Decision to make
1.3.1. Setting up a new business area within our company or starting up a new company
2. Existing frame
2.1. Formation of a new company
2.1.1. Clear differentiation from existing service portfolio
2.1.1.1. Success story as a "spin off" can also be told to existing customers
2.1.2. For legal and tax reasons, a clear demarcation from the existing company is important, so that new structures must be established here.
2.1.2.1. New structures mean a breath of fresh air and thus an opportunity for positive change, as well as learnings for the existing agency to look at things anew.
2.1.2.2. New structures mean a distraction of the focus from the essential: Building relationships with partners and potential customers, publicising, building trust, initiating business relationships
2.1.3. The participation of an investor is necessary to ensure the development of the company
2.1.3.1. Dependence on an investor creates new challenges
2.1.3.1.1. His interests must also be taken into account in all decisions
2.1.3.1.2. When and how an investment must be returned
2.1.3.1.3. An investor can contribute his own wealth of experience as value to the company
2.1.4. The economic pressure of a new company can inspire.
2.1.5. The economic pressure from a new company can paralyze.
2.2. Establishment of an own business division within the existing company
2.2.1. Use of existing resources (time, money) possible
2.2.1.1. Other projects must be profitable enough to support the new area
2.2.1.1.1. Organic growth may be too slow
2.2.1.2. Organic growth reduces dependence on investors
2.2.1.2.1. Organic growth may be too slow
2.2.1.3. Too little attention could be paid to the business area in everyday life.
2.2.2. Involvement of an investor would help to speed up the process
2.2.2.1. Dependence on an investor creates new challenges
2.2.2.1.1. His interests must also be taken into account in all decisions
2.2.2.1.2. When and how an investment must be returned
2.2.2.1.3. An investor can contribute his own wealth of experience as value to the company
2.2.3. Difficult to distinguish from known product portfolio
2.2.3.1. Establishment of clear communication for the benefit of the new division
2.2.3.1.1. Opportunity to make contact with new customers, existing customers, old customers
2.2.3.2. Ignoring the difficult distinction
2.2.3.2.1. Confusing existing customers
2.2.3.2.2. Unclear external presentation and positioning
2.3. AI products and services are only just beginning. Even if it is now a matter of being fast and building competencies and brands, the administrative effort as well as the cost burden should still be kept low. Focus is essential in this context: Focus on the existing business area, not to lose sight of it. With reference to AI, to focus on concrete projects and a resilient network of partners is essential, instead of getting lost in business administration. To ensure that both the old and the new business areas are developed effectively, I have opted for a two-stage approach. 1) Instead of establishing a new business area, the area is given the status of a Moonshot program. In this way he does not get lost in everyday life and gets a great radiance inside and outside the agency. A field of tension can arise because the management commits itself to the company with this high relevance (success and failure are visible because the project is omnipresent) and at the same time becomes a status tool, who wants to work, must expand, educate, qualify. In this way, competence can also be built up within one's own ranks, which is then enriched by external influences instead of having to rely immediately on external (new, foreign) competences. 2) As soon as the new division is established, it will be transferred as a spin-off from the "old" company into an independent company. If the project does not work, the loss for all involved is small. If the project works, the new company gets the impression of a success story, because a spin of only makes sense when all parties involved are certain about the success. The project benefits from this both internally and externally.
3. Changing the frame
3.1. Not setting up a business area at all
3.1.1. Focus on previous core competencies
3.1.1.1. Use of the freed up investment (resources, time, money) for the acquisition of new customers
3.1.1.2. Use the resources freed up for more leisure time
3.1.1.3. Clarity in communication with customers and in external presentation
3.1.1.4. Ignoring an important future trend
3.1.1.5. Endangering the original business model, as AI could replace large parts of marketing
3.1.1.6. We want long-term, entrepreneurial growth, which guarantees us (business partners) and our employees valuable, enjoyable and financially secure work. Therefore, this path is not the right one, because from today's perspective it could jeopardise our business model and thus endanger the above values.