Insufficiently substantiated
Value and savings aren’t concrete or measurable. “Working more efficiently” isn’t an amount.
AI & Governance
A business case for AI that makes sense.
Most AI plans don’t fail because of technology, but because of the question, “What will it deliver?” We build a business case that answers that question: with benefits you can weigh, complete costs, risks that are clearly identified, and three scenarios to choose from.
Substantiated and completeFrom costs to risks.
Compare scenariosChoose what works for you.
From plan to actionWith an owner for every step.
Example calculation
scenario: most likelyExpected value (3 years)€ 186.000net present value
Investment€ 42.000one-off plus annual
Payback period9,2months
Time freed up1,4cumulative FTEs over three years
Residual riskLowafter the measures
please note
Amounts based on companies with 3 to 250 employees. Your case uses your own figures.
A strong business case
makes decisions in advance.
Not after the fact.
makes decisions in advance.
Not after the fact.
Where business cases often go wrong
Five reasons a plan doesn't get implemented, even when it's sound.
Focused on costs only
Benefits such as quality, customer impact and reduced risk are left out, even though they are often greater.
No realistic assumptions
Optimistic estimates without data or references. No one checks them, and afterward none of them add up.
Risks not taken into account
Legal, ethical and operational risks are missing — and they determine whether the plan succeeds.
No clear decision
No owner and no prioritization after the business case. It gets stuck until someone forgets about it.
What a strong business case includes
Six components. If one is missing, the conversation will be about that instead of the decision.
Problem and goal
What do we want to achieve, and why now? Without a clearly defined problem, any solution can be justified.
Scope and use case
Which processes, users and data are in scope — and what is explicitly out of scope.
Value and benefits
In figures where possible, reasoned estimates where necessary. Both are substantiated.
Costs and investments
One-time costs, recurring costs, and the hours your own people put in. That last item is missing from almost every quote.
Risks and measures
What could go wrong, how serious would it be, what can we do about it and who manages it.
Build or buy
Build, buy, or work with a partner—and why that’s the best option for your situation.
How we build it
Six steps, from intake to a decision that can be made.
1Kickoff and intakeWe understand the goal, the context and the current situation.
2Problem and potentialWe identify opportunities, bottlenecks and success criteria.
3Value and benefitsWe quantify the benefits and required investments.
4Risks and feasibilityWe assess risks, measures and requirements.
5Scenarios and choiceWe compare three scenarios and select the preferred one.
6Presentation and decisionStory, recommendation and the path to execution.
Where the value comes from
Five types of benefits. The first two are easiest to count; the last three are often greater.
Time
Recurring tasks no one needs to do anymore. Retyping, looking things up, checking.
Output
More work per employee, without adding staff. Especially during growth, that's the argument that matters.
Quality
Fewer mistakes and less rework. If you don't get it wrong, you don't have to put it right.
Risk
Lower compliance and operational risks. Hard to quantify, costly if things go wrong.
Speed
Shorter lead times and faster decision-making. Your customers notice, not just your team.
Three scenarios, one choice
Not one outcome with a margin of error, but three plans you can compare side by side.
| Scenario | Investment | Value (3 years) | Payback period | Risk | Advice |
|---|---|---|---|---|---|
| Conservative start small, see results fast |
€ 18.000 | € 92.000 | 14.8 mos | low | good starting point |
| Most likely balanced, scalable |
€ 42.000 | € 186.000 | 9.2 mo | average | best choice |
| Ambitious full rollout |
€ 78.000 | € 265.000 | 7.1 mo | high | only with capacity |
What these figures do and don’t represent. These are estimates based on what we count together: how often a task occurs, how long it takes, and what an hour costs. They help inform a decision. They're not a promise, and the hours freed up create capacity — not money that appears in your bank account. You decide what that capacity is worth.
Who this works for
Executive team and management team
Make better decisions with well-founded investments instead of gut instinct.
Finance
Insight into returns, costs, and payback period—with the assumptions included.
Operations
A realistic assessment of what it means for processes and capacity.
Investors
Substantiation for growth, value, and risk management. Also see investors & M&A.
Put the business case for AI on the map.
De Frisse Blik provides the figures behind the business case: where time is being lost, in hours and euros, for each area.
Free online scanNo obligationsFigures you can verify yourself
Ask this site
Ask your question about AI, the AI Act, integrations or digitalization. The answer comes from the pages of this site, with references to where it can be found.
Do it yourself
Type over this order number. Once is doable. Forty times a day, every day, is a job.
NL-2026-8841-KX
The clock starts as soon as you begin.
The way it works now
- The appointment is in one colleague's mailbox
- Data is manually retyped from one system to another
- The person who knows is on vacation
- No one can see afterwards why this decision was made
As it is
- The agreement is stored with the client, findable for everyone
- Once entered, information flows through to the rest
- Work continues, even if someone is absent
- Every decision has a source, an owner, and a date
drag with your finger
What if Peter leaves?
Two out of five rules on this page disappear. That's how it feels when knowledge isn't part of the company.
What is your next step?
Free self-assessmentTwelve click questions, three minutes, immediate score and your biggest risk.
Fresh LookBusiness case, benchmark and priority. Settled once we build after this.
What it costsFixed price per package, no price per user, no hourly billing.
From the fieldWhat changed at companies that started with this.
Also good to know: frequently asked questions · security and data · terms and conditions · partners · research and figures · templates · what's changing · where you start
Where does the process break down in practice?
An AI idea sounds promising, but which hours, errors or risks will actually change? Make costs, assumptions and measures clear before investing.
Direct answer
Start with a concrete business problem and a measurable outcome, not with an AI tool. Arrange data, ownership, risk and human control before you scale up.
What we do
We connect analysis, business intelligence, data and execution so you don't get stuck in advice or loose tooling.
How it works
- We clarify the current situation, data and the real bottleneck.
- We determine the smallest working solution, owner and measurable outcome.
- We implement or prioritize the next step and verify the result.
- We secure what works and stop or fix what doesn't work.
What you get
A concrete analysis, priorities, decision criteria, an executable next step and visibility into what needs to be built, integrated or secured next.
For whom and whom not
Right for Dutch SMB organizations that want to solve a concrete process, knowledge, data or AI problem. Not for organizations looking only for a generic tool demo or unproven AI promise.
Costs and choice
Price and scope depend on the chosen next step. View the current fixed packages and pricing logic at pricing for digitization.
Risks and concerns
We work step by step, make assumptions and ownership explicit, use only the minimum necessary data, and maintain human control over decisions and execution.
Frequently asked questions before you decide
Does everything have to be done at once?
No. The preference is one clearly defined problem with a measurable outcome, then scale up.
What does it cost?
The current pricing and package logic is on the pricing page; custom work is only chosen if the scope really requires it.
How do you prevent a trajectory without results?
By defining the problem, owner, success metric and stop criteria in advance, and doing readback and verification after each step.
How we assess your situation
We map your current process, systems, exceptions and costs. Only then do we advise whether an off-the-shelf solution, a custom integration or another approach makes sense.
From insight to execution
This page supports the following concrete solution.
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